Community Action Plan (CAP) - Community Action Partnership of

Community Action Partnership of
San Luis Obispo County
2016-2017 Community Action Plan
California Department of
Community Services and Development
Community Services Block Grant
PURPOSE
The Community Action Plan (CAP) serves as a two (2) year roadmap demonstrating how
Community Services Block Grant (CSBG) eligible entities plan to deliver CSBG services. The CAP
identifies and assesses poverty related needs and resources in the community and establishes a
detailed plan, goals and priorities for delivering those services to individuals and families most
affected by poverty. CSBG funds may be used to support activities that assist low-income
families and individuals, homeless families and individuals, migrant or seasonal farm workers
and elderly low-income individuals and families by removing obstacles and solving problems
that block the achievement of self‐sufficiency.
Community Action Plans must adhere to the following federal and state laws:
COMPLIANCE WITH FEDERAL LAW
To comply with the Community Services Block Grant (CSBG) Act, Public Law 105‐285, Section
678B (11) eligible entities must complete a Community Action Plan (CAP), as a condition to
receive funding through a Community Services Block Grant. Federal law mandates the eligible
entities to include a community‐needs assessment in the CAP for the community served.
COMPLIANCE WITH STATE LAW
To comply with California Government Code 12747 pertaining to the Community Services Block
Grant Program, Community Action Plans are to be developed using a processes that assess
poverty-related needs, available resources, feasible goals and strategies, and that yield program
priorities consistent with standards of effectiveness established for the CSBG program. The CAP
should identify eligible activities to be funded in the program service areas and the needs that
each activity is designed to meet. Additionally, CAPs should provide for the contingency of
reduced federal funding.
COMPLIANCE WITH CSBG ORGANIZATIONAL STANDARDS
As described in the Office of Community Services (OCS) draft Information Memorandum (IM)
dated March 24, 2014, CSBG eligible entities will comply with implementation of the
Organizational Standards effective January 1, 2016. Additionally, States will report on the
development and implementation of the Standards to OCS beginning January 1, 2016.
STATE PLAN AND APPLICATION REQUIREMENTS
As required by the CSBG Act, Public Law 105-285, states are required to submit a state plan as a
condition to receive funding. Information provided in the CAP by eligible entities is included in
CSDs State Plan.
STATE ACOUNTABILITY MEASURES
Alongside Organizational Standards, the state will be reporting on State Accountability
Measures in order to ensure accountability and improve program performance. Information
provided in the CAP may be used to meet the requirements of the new measures.
June 30, 2015
June 30, 2015
1
TABLE OF CONTENTS
The CAP is to be arranged in the order below. Please include the appropriate page numbers for
reference. Additional attachments are to be added as appendices.
(Insert Page Numbers)
Cover Page and Certification
1
Checklist
2
Vision Statement
4
Mission Statement
4
Community Information Profile
5
Comprehensive Community Needs Assessment
8
Documentation of Public Hearing(s)
77
Federal Assurances
81
State Assurances
94
Individual and Community Eligibility Requirements
95
Monitoring and Evaluation
96
Data Collection
98
CSBG/National Performance Indicator CAP Projections…………………………………………
100
Appendices (Optional)
101
2
2016-2017 Community Action Plan Checklist
The following is a check list of the components to be included in the CAP. The CAP is to be
received by CSD no later than June 30, 2015:
☒
Cover Page and Certification
☒
Table of Contents
☒
Vision Statement
☒
Mission Statement
☒
Community Information Profile
☒
Comprehensive Community Needs Assessment
☒
Documentation of Public Hearing(s)
☒
Federal Assurances
☒
State Assurances
☒
Individual and Community Eligibility Requirements
☒
Monitoring and Evaluation
☒
Data Collection
☒
CSBG/National Performance Indicators (NPI) CAP Projections
☒
Appendices (Optional)
3
VISION STATEMENT
Provide your agency’s Vision Statement which describes your agency’s values. The vision is
broader than one any one agency can achieve; the agency collaborates with others in pursuit of
this vision.
All people should have an equal chance in life to achieve economic self-sufficiency and self-determination
for themselves and their families. As a result of increased self-sufficiency, the community and its citizens
will reap the benefits of a more productive, responsible and economically viable society.
MISSION STATEMENT
The Mission Statement describes the agency’s reason for existence and may state its role in
achieving its vision.
The following Organizational Standard 4.1 references the Mission Statement for private and
public entities.
Private Entities
The governing board has reviewed the Organization’s mission statement within the past 5 years
and assured that:
1. The mission addresses poverty; and
2. The Organization’s programs and services are in alignment with the mission.
Public Entities
The tripartite board/advisory body has reviewed the Department’s mission statement within
the past 5 years and assured that:
1. The mission addresses poverty; and
2. The CSBG programs and services are in alignment with the mission.
Provide your agency’s Mission Statement
Mission Statement (Insert Statement)
The Community Action Partnership of San Luis Obispo County is committed to eliminating the causes of
poverty by empowering low-income individuals and families to achieve self-sufficiency through a wide
array of community-based collaborations and programs.
4
COMMUNITY INFORMATION PROFILE
The Community Information Profile describes the CAA’s service area, target population and
current economic conditions (i.e., major business in the area closed affecting employment
status of community members, or, destructive fires in the service area impacting business,
health, water supply, etc.). The profile provides a summary of the most impactful conditions
affecting the community and the conditions the community members are facing. In the space
provided, describe the Community Profile in approximately 2 pages.
Community Information Profile (Insert Narrative)
Community Information Profile begins on page 6.
5
COMMUNITY INFORMATION PROFILE
San Luis Obispo County Service Area: San Luis Obispo (SLO) County is approximately equidistant between
San Francisco and Los Angeles, on California’s Central Coast. Neighboring counties are Monterey to the
north, Santa Barbara to the south, and Kern to the east. San Luis Obispo County is considered semi-rural
and medium-sized, with a total area of 3,299 square miles, 80 miles of coastline, and a total population of
274,106. i SLO County is the 16th largest in California.
The county has four distinct geographic regions: North Coast, North County, Central County, and South
County. The North County includes two cities, Paso Robles and Atascadero, and the communities of Santa
Margarita, Templeton, San Miguel, Shandon, Creston, Heritage Ranch, Lake Nacimiento, Cholame, Pozo,
and California Valley. The entire region has approximately 95,100 people, including 43,356 in Paso Robles
and 28,613 in Atascadero. The Cuesta Grade separates North County from the rest of the county, and
represents a significant geographic and psychological barrier for people without dependable, personal
transportation. The North Coast includes one city, Morro Bay, and the communities of San Simeon,
Cambria, Harmony, Cayucos, and Los Osos/Baywood Park. The entire region has 35,326 people, including
10,322 in Morro Bay. The Central County includes one city, SLO, with a population of 45,584. The entire
region has approximately 62,846 people, including California Polytechnic State University, Avila Beach,
areas around Cuesta College to the west, and the airport and Edna Valley to the south. The South County
includes three cities: Pismo Beach, Arroyo Grande, and Grover Beach. These three cities and the
communities of Shell Beach and Oceano make up the “Five Cities” area. South County also includes the
communities of Nipomo and Huasna. The entire region has approximately 78,822 people including 7,746
in Pismo Beach, 17,411 in Arroyo Grande, and 13,253 in Grover Beach.
Population Demographics (The most recent, reliable data is used throughout.)
ii
San Luis Obispo County Population by Race and Ethnicity
Race
Total Persons
% of Population
Countywide Population
274,106
100%
White
230,917
84.2%
African-American
6,101
2.2%
American Indian and Alaska Native
2,398
0.9%
Asian
10,092
3.7%
Native Hawaiian and Other Pacific Islander
270
0.1%
Some other race
14,993
5.5%
Two or More Races
9,335
3.4%
Ethnicity
Total Persons
% of Population
Non-Hispanic or Latino
215,244
78.5 %
Hispanic or Latino
58,862
21.5%
i
ii
U.S. Census, ACS Demographic And Housing Estimates 2011-2013 American Community Survey 3-Year Estimates.
U.S. Census, 2011-2013 American Community Survey 3-Year Estimates
6
i
San Luis Obispo County Population by Age
Age
Total #
% of Population
Countywide Population
274,106
100%
Under 5 years
13,436
4.9%
5 to 19 years
50,112
18.2%
20 to 44 years
90,901
33.2%
45 to 64 years
75,141
27.4%
65 to 74 years
24,324
8.9%
75 and older
20, 192
7.4%
The population was 51% male and 49% female; 14.3% of county residents lived in poverty and 14.3% % of
children under age 18 lived in poverty. iii iv
Current Economic Conditions: SLO County’s economy continues to improve, despite the ongoing drought.
In 2013, economic output increased by 3.8%, and current economic indicators suggest that the economy
will continue to grow at a robust rate in the coming years. Consumer spending in 2014 surpassed
expectations, with much of the growth attributed to the local wine industry. Increased global demand for
wine boosted the county’s agriculture sector and spurred an influx of enotourism. Many tech-related
businesses (software development and e-commerce) moved into the county. v
The composition of employment by industry has changed drastically since the start of the recession.
Several export-serving industries have more prominent roles in the local labor market, while a few localserving industries, such as retail trade and construction, have diminished roles. Nonetheless, these localserving industries are adding workers and showing signs of recovery. vi
Home prices grew by 9.6 % over the past year, but at a slower rate than prices in the rest of the state. The
lack of affordable housing has deterred migration into the county, which in turn places downward
pressure on the county’s population growth and causes concern for local economic growth. New residents
raise the demand for goods and services, housing, and jobs, so a faster rate of population growth
generally leads to faster rate of economic growth. In 2014 the population declined by 0.04% due to tepid
growth in natural population increase (births minus deaths) and net migration. Growth will depend on a
consistent flow of migrants into the county, which will in turn depend on the number of affordable
housing units built in the near future. Population is projected to grow by 0.7% in 2015 and 0.8%-1% per
year through 2019. vii
The county is in its fourth year of "exceptional drought," a drought so severe that it causes widespread
loss of agricultural production and grazing land and depletes reservoirs. viii The central coast, including SLO
County, has been one of the most drought-stricken regions of the state due to heavy reliance upon
ground water for irrigation. ix Please see the Community Needs Assessment: Employment and Local
Economy for more information about the drought.
iii
ibid.
U.S. Census, 2009-2013 American Community Survey 5-Year Estimates, Poverty Status in Past 12 Months.
v
Beacon Economics, 2014 Central Coast Economic Forecast, November 2014.
vi
ibid.
vii
ibid.
viii
The Tribune, SLO County Still Dry a Year after Drought Emergency Declared, March 11, 2015.
ix
Battany, M., Bianchi, M., et al, 2014 Drought: Impacts on San Luis Obispo County Agriculture, San Luis Obispo County
Cooperative Extension.
iv
7
COMPREHENSIVE COMMUNITY NEEDS ASSESSMENT
Public law 105‐285 requires the state to secure from each eligible entity, as a condition to
receive funding, a CAP which includes a community-needs assessment for the community
served. Additionally, state law requires each CSBG eligible entity to develop a CAP that assess
poverty-related needs, available resources, feasible goals and strategies, and that yields
program priorities consistent with standards of effectiveness established for the program
(California Government Code 12747(a)).
Organizational Performance Standards
Eligible entities will comply with implementation of the Organizational Performance Standards
set forth by OCS. Compliance with Organizational Standards will be reported to OCS. In the
section below, agencies are asked to provide a narrative description on the Community Needs
Assessment. In this section agencies should address how they will comply with the
Organizational Standards, specifically those standards pertaining to the Comprehensive
Community Needs Assessment, which are outlined here.
CSBG Organizational Performance Standards click here
CONSUMER INPUT AND INVOLVEMENT
Standard 1.2 organization/department analyzes information collected directly from low-income
individuals as part of the Community Assessment.
COMMUNITY ENGAGEMENT
Standard 2.2: Organization/department utilizes information gathered from key sectors of the
community in assessing needs and resources, during the community assessment process or
other times. This sectors would include at minimum: community-based organizations, faithbased organizations, private sector, public sector, and educational institutions.
COMMUNITY ASSESSMENT
Private Agency - Standard 3.1: Organization conducted a Community Assessment and issued a
report within the past 3 year period.
Public Agency - Standard 3.1: Department conducted a Community Assessment and issued a
report within the past 3 year period, if no other report exists.
Standard 3.2: As part of the Community assessment the organization/department collects and
analyzes both current data specific to poverty and its prevalence related to gender, age, and
race/ethnicity for their service area(s).
Standard 3.3: Organization/department collects and analyzes both qualitative and quantitative
data on its geographic service area(s) in the Community Assessment.
8
Standard 3.5: The community assessment includes key findings on the causes and conditions of
poverty and the needs of communities assessed.
STRATEGIC PLANNING
Private Agency Standard 6.4: Customer satisfaction data and customer input, collected as part
of the Community Assessment, is included in the strategic planning process.
Public Agency Standard 6.4: Customer satisfaction data and customer input, collected as part
of the Community Assessment, is included in the strategic planning process, or comparable
planning process.
The Needs Assessment captures the problems and conditions of poverty in the agency’s service
area based on objective, verifiable data and information gathered through various sources.
Identified problems and conditions must be substantiated by corroboration through public
forums, customer questionnaires, surveys, statistical data, evaluation studies, key informants,
and/or other reliable sources. The Community Needs Assessment should be comprehensive
and serve as the basis for the agency’s goals, and program delivery strategies as reported on
the CSBG/National Performance Indicators (NPIs). The Community Needs Assessment should
describe local poverty-related needs and be used to prioritize eligible activities offered to lowincome community members over the next two (2) years.
In the space below, provide a narrative description of the causes and conditions of poverty
affecting the community in your service area such as: child care, community housing, crime,
educational achievement, employment/unemployment, income management, healthcare,
homelessness, nutrition, and other factors not listed. In particular, describe how the agency
ensures that the Community Needs Assessment reflects the current priorities of the lowincome population in the service area, beyond the legal requirement for a local public hearing
of the CAP.
Agencies should describe the methods and strategies used to collect the information and
should include a use a combination of activities and tools such as: focus groups, surveys;
community dialogue, asset mapping, interviews, and public records.
9
Helpful Resources
United States Census Bureau
Poverty Data
State of California Department of
Justice
Statistics by City and County
U.S. Department of Housing and
Urban Development
Homelessness Assistance
click here
click here
Employment Development
Department
Unemployment Insurance
Information by County
click here
California Department of
Education
Facts about California Schools
Using DataQuest
click here
click here
Bureau of Labor Statistics
Labor Data
California Department of Finance
Housing Estimates
click here
Community Action Partnership
Community Needs Assessment
Tool
click here
click here
click here
California Department of Public
Health
Statistical Data
A Community Action Guide to a Comprehensive
Community Needs Assessment
click here
Comprehensive Community Needs Assessment (Insert Narrative)
Needs Assessment begins on page 11.
10
COMMUNITY NEEDS ASSESSMENT: COMPLIANCE WITH ORGANIZATIONAL STANDARDS
Standard 1.2: In addition to the information collected from low-income individuals as part of the
Community Assessment process, CAPSLO collects customer feedback on a year-round basis.
In 2013, CAPSLO began implementation of an agency-wide policy and process to systematically collect and
analyze customer/constituent feedback about agency programs and services. In addition to low-income
customers, feedback data is obtained from partners/stakeholders, investors/funders, and staff. A
standardized client survey was developed and an annual calendar set for each program to administer the
survey to their clients during a pre-designated month of each year. In some cases, an additional programspecific survey was attached. The survey is available in English and Spanish. Results are reviewed by the
Board Planning Committee and reported to the full Board, at minimum, once yearly with any
recommendations made at that time. Information collected as part of the Community Assessment is
reviewed with the Board Planning Committee, with applicable action steps documented.
Standard 2.2: A part of the Community Assessment process, CAPSLO regularly collects stakeholder
information from other community-based organizations, faith-based organizations, private and public
sector agencies and educational institutions. In 2014, CAPSLO obtained information from: family and
center-based child care providers, women’s shelters, County Departments of Social Services, Mental
Health, and Drug and Alcohol Services, “one-stop” employment centers, the local Housing Authority,
faith-based institutions involved in providing homeless services, educational centers and other sectors of
the community as part of its ongoing needs assessment process. In addition to the ongoing data collection
from low-income customers, this stakeholder data is valuable in helping the CAPSLO Board and
management better assess and develop services in the community.
Standard 3.1: CAPSLO conducts a formal Community Assessment every two years, with the most recent
completed report submitted in June 2013.
Standard 3.2: CAPSLO collects and analyzes data specific to poverty and its prevalence related to gender,
age, and race/ethnicity. Surveys, focus groups and interview data will be collected, as well as applicable
census and demographic data, to include: federal poverty levels, age, employment, race/ethnicity,
gender, educational status, housing status, childcare needs and transportation.
Standard 3.3: Together with the quantitative data, the “voices” of the low-income individuals interviewed
paint the picture of conditions in San Luis Obispo County. As part of the Board Planning Committee
process, both quantitative and qualitative data will be discussed, by geographic area. Information derived
from focus groups, interviews and the Community Assessment Public Hearing will be discussed as well as
supporting “back-up” information, including census data and other applicable demographic data.
Standard 3.4: The Community Action Plan includes key findings on the causes and conditions of poverty
and the needs of the communities assessed. Separate sections on “Conditions” were included in the 20142015 document and will be included in the new 2016-2017 document. “Causes,” such as lack of affordable
housing, inadequate transportation, and low-paying jobs, are also reflected in the document.
Standard 6.4: Customer satisfaction data collected as part of the Community Action Plan as well as
satisfaction data collected on a year-round basis by each program within the agency and will be reviewed
by the staff and the Board. The CAPSLO Strategic Plan (approved in March 2015) Goal #1 states: “Review
customer satisfaction data and customer input collected as part of the Community Action Plan and
11
ongoing satisfaction data. Make recommendations to Board Planning Committee on ideas that strengthen
agency/program procedures, improve accountability, and meet community needs.”
NEEDS ASSESSMENT PROCESS
Planning staff conducts a two-year comprehensive needs assessment process. In 2014, an extensive needs
assessment survey was distrubted to low-income individuals who were accessing a variety of services
across San Luis Obispo County (Please see Attachment A for a copy of the survey and raw survey data).
The purpose of the survey was to learn about what the greatest unmet and/or urgent needs in the county
are and to gain insight into what the barriers are for low-income indivuals in obtaining greater self
suffcieny. In all, 574 individuals completed the survey, including 58 from the North Coast, 180 from North
County, 195 from South County, and 139 from Central County. Of the total respondents, 77% were female
and 23% were male. Additionally, 3% were under the age of 18, 9% were 18-23 years of age, 56% were
24-44 years, 14% were 45-54, 13% were 55-69, and 3% were 70 years or older.
Between February and May, 2015, Planning staff conducted interviews and focus groups with more than
60 low-income individuals and 40 service providers across the county, and researched the most current
local level data about the areas of greatest need that create challenges for low-income individuals and
their families.
The information obtained from the surveys, interviews, focus groups, and research was shared with the
CAPSLO Board of Directors and has been compiled into the following report. Voices from the stakeholders
can be found at the beginning of each section. Information from the surveys will be included as
appropriate.
INCOME and SELF-SUFFICIENCY: CONDITIONS
“Everything is connected, if you have a low salary, you have to share a house so that you pay less rent, so
that you have enough money for food and utilities.”
Fifty-eight percent of survey respondants identified “Access to Living Wage Jobs” as a major or minor
issue for their family.
Annual Household and Family Income: The U.S. Census American Community Survey measures both the
median family and household incomes. According to the U.S. Cenus website FAQ: “a family consists of two
or more people (one of whom is the householder) related by birth, marriage, or adoption residing in the
same housing unit. A household consists of all people who occupy a housing unit regardless of
relationship. A household may consist of a person living alone or multiple unrelated individuals or
(related) families.” The 2009-13 ACS 5-year estimate median household income for the county was
$58,697, where the family household income was $74,885. 1
1
U.S. Census, 2009-2013, American Community Survey, Inflation-Adjusted Median Household Income
12
Inflation-Adjusted Median Annual Household vs. Family Income2
Geographic Area
Household Income
Family Income
California
$61,094
$69,661
San Luis Obispo County
$58,697
$74,885
San Luis Obispo (city)
$45,032
$79,286
San Miguel
$45,164
$40,738
Atascadero
$65,344
$76,763
Paso Robles
$58,976
$65,441
Morro Bay
$49,470
$62,936
Arroyo Grande
$63,802
$81,638
Grover Beach
$47,207
$57,830
Nipomo
$60,226
$70,744
San Miguel is the only community in the county where the median household income exceeds the family
income. The City of SLO had a median household income of $45,032; however, this figure is skewed by the
large number of college students in the workforce who earn minimum wage (median income for
households with a householder ages 15-25 in the city was $20,078, but jumped to $61,374 when the
householder was between ages 25-44). Additionally, the median income data for households and families
can mask the fact that there are concentrated pockets of households throughout the county that have
significantly lower income averages as evidenced by the number of K-12 students participating in free and
reduced lunch programs. In 2013-2014, countywide, approximately 46% (16,081) of enrolled students
ages 5-17 were participating in the Free and Reduced Program. 3
The following table reflects the 2015 U.S. Department of Housing and Urban Development’s (HUD)
income categories (with percentage levels). HUD’s income categories are updated yearly and are based
on American Community Survey 3 year estimates:
Categories of San Luis Obispo County Median Income
Percentage of County Median Income4
Income Range
$77,100
Extremely Low-Income
$23,130 or less
(30% or less of median)
Very Low-Income
$23,391 - $38,550
(31% to 50% of median)
Low-Income (51% to 80% of median)
$39,321 - $61,680
Moderate (81% to 120% of median)
$62,451- $92,520
Above Moderate (121%+ than median)
$93,291 and over
Poverty: Poverty is officially measured by the Federal Poverty Level (FPL) as determined by the
Department of Health and Human Services (DHHS). Although some federal programs have their own
guidelines for determining eligibility, most federal programs follow FPL guidelines. In 2015, the FPL for an
individual is $11,770 annually, for a family of four it is $24,250, and for a family of six it is $32,570.
Therefore, if a couple were trying to support their family of six on $33,000 annually, based on FPL
standards, they would not be considered to be in poverty.
2
U.S. Census, 2009-2013 American Community Survey, Inflation-Adjusted Median Household Income.
California Department of Education, Dataquest, Free and Reduced Price Meals, 2013-2014.
4
U.S. Department of Housing and Urban Development, FY 2015 Income Limits, San Luis Obispo County, www.huduser.org
3
13
2015 Federal Poverty Guidelines - Monthly Income
CSBG guidelines per U.S. Department of Health and Human Services
Family
Size
Annual
Income
Monthly
Income
up to
30%
Monthly Income as a Percentage of the Federal Poverty Guidelines
31% to 51%
76% to 81% to
101% to 126% to
150% to
50%
to75%
80%
100%
125%
150%
175%
176% to
200%
1
$11,770
$981
$294
$490
$736
$785
$981
$1,226
$1,471
$1,716
$1,962
2
$15,930
$1,328
$398
$664
$996
$1,062
$1,328
$1,659
$1,991
$2,323
$2,655
3
$20,090
$1,674
$502
$837
$1,256
$1,339
$1,674
$2,093
$2,511
$2,930
$3,348
4
$24,250
$2,021
$606
$1,010
$1,516
$1,617
$2,021
$2,526
$3,031
$3,536
$4,042
5
$28,410
$2,368
$710
$1,184
$1,776
$1,894
$2,368
$2,959
$3,551
$4,143
$4,735
6
$32,570
$2,714
$814
$1,357
$2,036
$2,171
$2,714
$3,393
$4,071
$4,750
$5,428
7
$36,730
$3,061
$918
$1,530
$2,296
$2,449
$3,061
$3,826
$4,591
$5,356
$6,122
$40,890
$3,408
$1,022
$1,704
$2,556
$2,726
$3,408
$4,259
$5,111
$5,963
$6,815
*8
*For family units larger than eight members, add $4,164 to the annual income for each additional member.
Located in a rural and coastal area, SLO County’s economy is largely centered around agriculture and
tourism, resulting in a high percentage of low-paying jobs: 25% of all county jobs earn $1,875 or less per
month. 5 This equates to an income of no more than $22,506 a year, which would be at or near poverty
level for a single adult trying to support a family size of 3 or 4 people.
The following tables provide a demographic snapshot of poverty in SLO County and specific cities/areas
within the county. 6
Poverty in San Luis Obispo County- ACS 5 Year Estimate 2009-2013
Age, Gender and Ethnicity
Under 18 years
Related children under 18
years***
18 to 64 years
65 years and over
Male
Female
White, non-Hispanic
Hispanic or Latino origin
5
6
County
Population*
256,119
49,677
49,467
Population
in Poverty**
36,588
7,119
6,909
% in Poverty
14.3 %
14.3%
14.0%
% Change from
2007-2011
+1.1
+ 1.7
+1.8
164,558
41,884
127,451
128,668
183,335
53,987
26,884
2,625
17,954
18,634
21,808
11,293
16.3%
6.3%
14.1%
14.5%
11.9%
20.9%
+1.1
+1.1
+1.0
+1.2
+1.0
+1.9
California Employment Development Department 2014 First Quarter Wages.
U.S. Census, 2009-2013 and 2007-2011, American Community Survey 5-Year Estimates, Poverty Status in the Past 12 Months.
14
* Population for whom poverty status is determined ** Not all numbers or percentages will add to to 100%
** *Includes all people in a household under the age of 18, regardless of marital status, who are related to the householder. Does
not include householder's spouse or foster children, regardless of age.
Area
California
San Luis Obispo County
San Miguel
Atascadero
Paso Robles
San Luis Obispo
Morro Bay
Grover Beach
Nipomo
% of Population Living in Poverty by Area
2009-13
2007-11
15.9%
13.2%
14.3%
13.6%
22.1%
18.5%
10.5%
10.1%
12.1%
10.2%
32.4%
31.5%
13.8%
13.9%
12.4%
14.3%
11.5%
9.6%
Change
+2.7
+0.7
+3.6
+0.4
+1.9
+0.9
-0.1
-1.9
+1.9
Department of Social Services (DSS) Public Assistance Utilization FY 2013-14
Monthly Caseload Averages for County
CalWORKS
2,118
Medi-Cal
22,614
General Assistance
216
Non-Assistance CalFresh (Supplemental Nutrition Assistance Program)
8,542
Child Welfare Referrals
362
Region
North County
North Coast
Central County
South County
Totals*
CalWORKs
Caseload by Region
Quarterly Average
1,112
139
188
673
2,167
% of County Total
42%
6%
9%
31%
CalFresh (non-assistance)
Caseload by Region
Quarterly
% of County Total
Average
3,891
41%
1,011
11%
1,493
16%
2,895
31%
9,461
*County totals include 12% zipcodes unknown
Self-Sufficiency: The Self-Sufficiency Standard for California is an alternative way to measure a family's
ability to meet basic needs. The standard provides a more complete picture than the FPL by taking into
account family composition, age of children, and the geographic cost-of-living. SLO County’s high cost of
living, particularly housing, creates a significant discrepancy between the FPL and the self-sufficiency
standard.
15
San Luis Obispo County Self-Sufficiency Standard (SSS) vs. FPL 7
Family
Size
San Luis Obispo County
SSS Hourly
Wage*
SSS Monthly
Amount
SSS Yearly
Amount
FPL Yearly Amount
1
1 Adult
$11.98
$2,109
$25,305
$11,770
2
3
3
3
3
4
1 Adult, 1 Infant
2 Adults, 1 Preschool
2 Adults, 1 School-age
1 Adult, 2 Teenagers
1 Adult, 1 Preschool, 1 School-age
2 Adults, 1 Preschool, 1 School-age
$26.59
$14.08
$11.97
$16.92
$28.95
$16.23
$4,679
$4,958
$4,214
$2,978
$5,095
$5,713
$56,149
$59,491
$50,566
$35,732
$61,142
$68,560
$15,930
$20,090
$20,090
$20,090
$20,090
$24,250
*Hourly wage equivalent needed for each adult in household working 40 hrs/week, 52 weeks/year
Monthly Expenses for San Luis Obispo County
1 Adult
1 Adult,
1 Infant
2 Adults,
1 Preschool
2 Adults,
1 School-age
1 Adult,
2 Teenagers
1 Adult,
1 Preschool,
1 School-age
2 Adults, 1
Preschool,
1 School-age
Housing
$941
$1,215
$1,215
$1,215
$1,215
$1,215
$1,215
Child Care
$0
$1,344
$1,086
$514
$0
$1,600
$1,600
Food
$244
$363
$600
$664
$671
$557
$765
Transportatio
n
$278
$287
$543
$543
$278
$287
$543
Health Care
$137
$397
$456
$472
$464
$423
$482
Miscellaneous
$160
$361
$390
$341
$263
$408
$461
Taxes
$348
$847
$801
$599
$382
$870
$914
$0
$0
$0
$0
($128)
$0
$0
$0
($50)
($50)
($50)
$0
($100)
($100)
$0
($83)
($83)
($83)
($167)
($167)
($167)
$2,109
$4,679
$4,958
$4,214
$2,978
$5,095
$5,713
Earned
Income Tax
Credit (-)
Child Care Tax
Credit (-)
Child Tax
Credit (-)
Monthly Total
The self-sufficiency standard income needed to pay for monthly expenses does not account for expenses
such as payment of debts (including student loans) or saving for retirement. It merely represents the
lowest amount of income needed to pay cost of living expenses in the region.
7
Insight Center for Economic Development, Self-Sufficiency Standards 2014.
16
INCOME and SELF-SUFFICIENCY: RESOURCES
Income and Poverty: Service providers and community partners agree that it will take a concerted effort
at all levels of government to mitigate the impacts of poverty. Locally, there are numerous public and
nonprofit organizations and churches that provide emergency assistance for rent, utility payments, food,
and other basic needs.
The goal of SLO County's CalWORKs program is to provide wrap around support for families in the
community who need help to become self-sufficient. California's version of the federal Temporary
Assistance for Needy Families (TANF) program, CalWORKs, provides time-limited monthly cash payments
to families with children under 19, who qualify until graduation from high school. At least one child in the
home must need cash aid because of death, illness, injury, unemployment, or continued absence of one
or both parents. CAPSLO has several recurring contracts with the county to provide specific program
services to CalWORKs clients: rapid rehousing assistance; providing subsidized child care services; assisting
pregnant and parenting teens in completing education goals; accessing medical care; learning appropriate
parenting skills and healthy life choices; and providing parent education and direct services (e.g.
emergency items for children: food, clothing, bedding, etc.).
While there are sources of financial assistance such as Supplemental Security Income (SSI) or Social
Security Disability Insurance (SSDI) for eligible individuals, the application process is long and complicated.
Homeless persons may be eligible, but without help to navigate this process, many of them simply give
up. SLO Benefits-ARCH (Advocacy and Resource Connections for the Homeless), a collaboration of local
agencies that serve the homeless, has been meeting since December 2008 to streamline this lengthy
process. Their efforts have begun to show results – an increasing number of homeless and/or disabled
persons have been able to receive a decision on benefits in six months. These improvements will
ultimately ease the nightmare of accessing local and federal resources needed to stabilize income for
these vulnerable populations.
Financial Literacy: Regarding financial literacy and saving, according to United Way of SLO County's
website, 49% of all Americans are not saving anything towards retirement. 8 More than 40% of American
families have less than $1,000 in a liquid, nonretirement savings account, and 43% of American families
spend more than they make. These troubling statistics show why United Way of SLO County's focus on
improving financial stability starts with teaching young people how to make sound economic decisions
that lead to a secure financial future. United Way's Money Talks for Teens program was designed to help
youth understand the importance of financial skills and provide a basis that they can use for lifelong
development of personal financial literacy. A five-class series for high school seniors presents accurate,
unbiased information and hands on experiences in financial literacy – tools that young people can learn
and take with them through early adulthood and beyond.
The Housing Authority of SLO operates a Family Self-Sufficiency Program for residents of their various
housing programs, supporting client families to improve their employment and income, improve their
financial literacy, reduce their dependence on public assistance, and save toward family housing goals.
To help low-income households make better use of their limited resources, financial literacy education is
provided by SurePath Financial Solutions (formerly Consumer Credit Counseling Services), a nonprofit
8
www.unitedwayslo.org
17
financial counseling agency with a local office. They provide debt, credit and bankruptcy counseling,
housing/foreclosure solutions, and financial workshops.
Legal Services: California Rural Legal Assistance (CRLA) in San Luis Obispo, known traditionally as Legal
Aid, is one of 23 law firm offices in California. Its mission is “to fight for justice and individuals right
alongside the most exploited communities of our society.” CRLA has been providing services to lowincome SLO County residents since the 1980s. Typical cases include landlord tenant issues, debt defense,
wage/hour, and mortgage modifications. CRLA’s bilingual staff can provide services to monolingual
Spanish speaking clients and conduct outreach to the most marginalized of individuals.
The Cal Poly Low-Income Taxpayer Clinic represents low-income taxpayers involved in controversies with
the Internal Revenue Service and provides education and outreach services on the rights and
responsibilities of U.S. taxpayers to individuals who speak English as a second language. Services are free.
The Family Law Facilitator at the SLO County Court assists with the completion of courts forms and
provides a list of legal resources, including non-profit agencies, legal, mediation, and referral services at
low- or no-cost.
HOUSING: CONDITIONS
“We have to work more than one job to afford housing and then we never get to see our children.”
“Why are the requirements, rules, and regulations for low-income apartments so stringint and difficult to
follow? Why can’t someone helps us understand all these rules and regulations?”
Over half of the survey respondants (56%) identified “Supply of Safe and Affordable Housing” as a major
or minor issue for their family. Cost of rent payment, costs of utilities and/or rental deposit, and housing
size were identified as three biggest challenges among respondents.
Affordability: Housing affordability is a major concern in San Luis Obispo County, which the Housing
Opportunity Index (HOI) listed as the fifth least affordable area nationally for metropolitan areas of
populations under 500,000 for the 4th quarter of 2014. 9. The HOI reports that only 26.6% of the housing
units sold during that quarter were affordable to residents earning the area’s median family income. The
4th quarter median price of new and existing housing sold in the county was $435,000, still less than the
peak price of $550,000 in the 2nd quarter of 2006, when affordability was a mere 5.9 %.
In its recently adopted Consolidated Plan, SLO County identifies four major factors contributing to the
unaffordability of housing for several income levels, including low- and moderate-income households: 1)
the strong demand for the limited supply of housing units, which drives up the housing prices; 2) the
location of the county being on the coast and between Los Angeles and San Francisco; 3) the region’s
natural beauty and Mediterranean climate, making it a desirable place to live; 4) and the willingness of
most residents to earn less in order to have a higher quality of life. 10
9
National Association of Homebuilders/Wells Fargo Housing Opportunity Index (HOI) (2/19/2015)
County of San Luis Obispo 2015-2019 Consolidated Plan, April 14, 2015, www.slocounty.ca.gov
10
18
The county based its Consolidated Plan on the following breakdown of households in accordance with
HUD Area Median Family Income (HAMFI).
Total Households
Small Family
Households
Large Family
Households
Households w/ at
least 1 person 6274 yrs of age
Households w/at
least 1 person age
75 or older
Households w/1 or
more children 6
yrs old or younger
Number of Households 11
0-30%
HAMFI
(Very Low)
11,640
2,268
>30-50% HAMFI
(Low)
>50-80% HAMFI
(Moderate)
>100%
HAMFI
15,215
5,364
>80-100%
HAMFI(Middle
Income)
8,945
3,545
11,020
3,660
475
550
1,259
608
3,120
1,769
1,653
2,530
2,074
10,575
1,718
2,329
2,727
1,223
4,313
1,095
1,938
2,332
1,208
4,345
46,230
23,220
According to this data, there are 22,660 households in San Luis Obispo County which are considered lowor very low-income. This total includes 6,953 small and large family households and 7,469 households
with at least one person who is at least 62 years old or older. These two groups comprise two-thirds of
the low and very low-income households.
Housing “cost burden” is the percentage of household income spent by owners for property expenses,
including mortgage or rent and utilities. According to HUD, households spending more than 30% of
income on housing are considered “cost burdened” and households spending more than 50% are
considered “severely cost burdened.” According to the U.S. Census Bureau’s American Community Survey
2009-2013 5 year estimates, 49.7% of the owners who occupied housing with mortgages, 14.6% of the
owners who occupied housing without mortgages, and 58.9% of renters in SLO County spent 30% or more
on housing costs. According to the county’s Housing Element, while the unincorporated areas of Cambria,
Los Osos, Shandon, and Templeton have cost burden percentages below the county averages for owners
and renters, the communities of Nipomo, Oceano, and San Miguel with higher proportions of Hispanic
residents have percentages which exceed the average cost burden for the unincorporated region of the
county. 12 In formulating the Consolidated Plan, the county gathered data demonstrating that 11% of
Hispanics have a disproportionately greater need regarding a housing cost burden of over 30%. 13 This plan
also cites that 80% of low- and very low- income renter households are severely cost burdened. 14
For fiscal year 2015, the Fair Market Rent (FMR) in SLO County for a two bedroom apartment is $1,309. 15
To afford rent and utilities without spending more than 30% of income, a household must earn a
minimum of $52,350 annually. Assuming a 40-hour work week, and 52 weeks/year, this income level
11
ibid.
County of San Luis Obispo General Plan, 2015-2019 Housing Element, June 17, 2014, www.slocounty.ca.gov
13
County of San Luis Obispo 2015-2019 Consolidated Plan, April 14, 2015, www.slocounty.ca.gov
14
ibid.
15
Housing and Urban Development, FY 2015 Fair Market Rents, San Luis Obispo County, www.huduser.org
12
19
translates into a household wage of $25.17/hour; however, a minimum wage worker in California earns
$9.00/hour. In order to afford the FMR for a two bedroom apartment, a minimum wage earner must work
112 hours/week, 52 weeks/year. A local household then needs 2.8 minimum wage earners, each working
40 hours/week, year-round, in order to afford the FMR for a two bedroom apartment. If SSI is a person’s
sole source of income, 30% of the $899.40 SSI monthly payment for a disabled or aged individual living
independently in California, the highest amount for affordable rent would be $266.8. 16 Yet, the county’s
FMR for a one bedroom is $1,014. 17 According to the American Community Survey, 87.7% of the rental
units in SLO County were $750/month or more. 18
Supply: The California Department of Finance reported the following housing unit estimates and vacancy
rates in January 1, 2014:
Number of Housing Units by Type 19
Total Units
SLO County
119, 032
Single
Detached
80,712
California
13,845,281
8,038,217
Single
Attached
6,502
Two to
Four
9,097
Five Plus
12,021
Mobile
Homes
10,700
972,976
1,119,175
3,154,907
560,000
Vacancy Rate and Persons per Household 20
Vacancy Rate
Persons per Household
SLO County
13%
2.47
California
8.0%
2.95
The data from the Department of Finance also indicates that the vacancy rate for SLO County has
remained the same since 2010. During the same time period, the persons per household rate for SLO
County has varied by no more than .02, both increasing and decreasing in size. However, it was reported
that the county had the lowest multifamily vacancy rate in the nation at 1.9%, and a rental vacancy rate of
1.7%. The lack of affordable housing impedes local economic development and causes a myriad of social
and health problems. 21
The rate of household growth in SLO County has slowed over the past fifteen years. The table below
illustrates that the annual household growth rate in the unincorporated region is projected to have
decreased to 0.3% from 2010 to 2015 from the annual rate of 2.0% in 2000. 22
Year
2015 Projection
2010
2000
Household Growth, Unincorporated County 23
Households
41,622
40,377
35,296
Growth Change
1,245
5,081
5,894
Annual % Change
0.3%
1.4%
2.0%
16
Social Security Administration, Supplemental Security Income (SSI )in California,, SSA Publication No. 05-11125, January 2015,
www.ssa.gov
27
Housing and Urban Development, FY 2015 Fair Market Rents, San Luis Obispo County, www.huduser.org
28
U.S. Census, 2013 American Community Survey, 1-year estimate.
29
State of California, Department of Finance, E-5 Population and Housing Estimates for Cities, Counties, and the State-January
2011-2014. Sacramento, California, May 2014.
30
ibid.
21
Housing Trust Fund, San Luis Obispo County Housing Market, 2013.
22
County of San Luis Obispo General Plan, Housing Element 2015-2019, June 17, 2014, www.slocounty.ca.gov
23
Housing Element 2014-2019, Table 5.5.
20
The county anticipates a smaller average household size countywide due to an increasing percentage of
retired age residents caused by an in-migration of retired people, a drop in the natural birth rate, and an
exodus of young professionals with families. This reduction in household size could then create a higher
demand for housing units. 24 The Consolidated Plan sets forth the foregoing reasons for this increase and
confirms that there is a growing need for smaller housing units for seniors and small family households. 25
According to RealtyTrac, in March 2015, the number of properties in Paso Robles that received a
foreclosure filing was 6% lower than the same time last year; in Nipomo the foreclosing filing was 8%
lower than in March 2014. 26 There has been a decline in foreclosure activity which has corresponded with
the rise in home sales prices.
Substandard Housing: SLO County’s Consolidated Plan states that after the high cost burden for very lowincome homeowners and renters, the second most important issue for these households is the
substandard housing quality, such as housing units lacking complete plumbing and kitchen facilities.
Overcrowding is also a serious issue, with a third of low-income renters living in overcrowded conditions
and almost half of low-income homeowners living in severely overcrowded conditions. A housing unit is
classified as being overcrowded when there is more than one person per the number of rooms in the
housing unit. When there are more than 1.5 persons per room, the unit is considered to be severely
overcrowded. 27
Substandard
Housing-lacking
complete plumbing
or kitchen facilities
Severely
Overcrowded- with
>1.51 people per
room (and complete
kitchen & plumbing)
Overcrowded-With
1.01-1.5 people per
room
28
RENTERS
0>30%30%
50%
AMI
AMI
>50%80%
AMI
225
89
159
185
60
254
4
209
430
434
135
>80%100%
AMI
OWNERS
0>30%30%
50%
AMI
AMI
>50%80%
AMI
>80%100%
AMI
Total
19
10
40
15
84
503
0
45
42
10
97
1,208
30
19
115
50
214
Total
Number of Households
60
533
24
County of San Luis Obispo General Plan, Housing Element 2014-2019, June 17, 2014, www.slocounty.ca.gov
County of San Luis Obispo, Consolidated Plan, April 14, 2015, www.slocounty.ca.gov
26
RealtyTrac, San Luis Obispo County Real Estate Trends & Market Info, May 2015, www.realtytrac.com
27
County of San Luis Obispo, Consolidated Plan, April 14, 2015, www.slocounty.ca.gov
28
ibid.
25
21
HOUSING: RESOURCES
Affordability and Supply: Regional Housing Needs Plan: The State Department of Housing and Community
Development approved the Regional Housing Need Plan (RHNP), which was adopted by the San Luis
Obispo Council of Governments (SLOCOG) in 2013. For the time period of January 1, 2014 to June 30,
2019 the RHNP allocates 4,090 new housing units for the entire county, with 1,347 units assigned to the
unincorporated region and 2,743 units designated for the incorporated areas. 29
The unincorporated region’s share is broken down into income categories as follows:
Income Category
Very Low
Low
Moderate
Above Moderate
Total
Number of New Units
336
211
237
563
1,347
% of New Units
25.0
15.7
17.6
41.8
100
The assigned share for the seven cities is broken down into income categories as follows: 30
City
Arroyo Grande
Atascadero
Grover Beach
Morro Bay
Paso Robles
Pismo Beach
San Luis Obispo
Total
Very Low
60
98
41
39
123
38
285
684
Low
38
62
26
24
77
24
179
430
Moderate
43
69
29
27
87
27
201
483
Above Moderate
101
164
69
65
206
64
478
1,147
Total New Units
242
393
166
154
493
153
1,143
2,743
San Luis Obispo County Housing Trust Fund (HTF) provides technical assistance and financing to non-profit
organizations, private developers, and government agencies for the purpose of increasing the supply of
affordable housing for very low, low, and moderate households in SLO County. Since 2005, the HTF has
lent over $16 million, which has helped finance the creation or preservation of 572 units of affordable
housing. HTF reports that 2014 was its most productive year both in terms of the number and value of
loans closed in a single year. In 2014, the HTF closed $5 million in loans for ten affordable housing
projects.
The non-profit housing developers in San Luis Obispo County are Peoples’ Self-Help Housing, Paso Robles
Housing Authority, and San Luis Obispo Non-Profit Housing Corporation.
Rental Housing: Peoples’ Self-Help Housing (PSHH), the largest affordable housing developer on the
Central Coast, is celebrating its 45th anniversary in 2015. PSHH has developed 1,149 owner-built homes
and 1,571 rental units that it manages in San Luis Obispo, Santa Barbara, and Ventura counties. In October
2014, PSHH opened a new 36-unit complex in Arroyo Grande in South SLO County. Its upcoming projects
29
30
Housing Element 2014-2019, Regional Housing Needs Plan adopted by SLOCOG, 2013, Table 3.1, p. 3-2.
Housing Element 2014-2019, Regional Housing Needs Plan adopted by SLOCOG, 2013, Table 3.2, p. 3-2.
22
include a 30 unit complex in Templeton in North County and a 33 unit development in Cambria on the
North Coast.
PSHH operates the Supportive Housing Program (SHP), which employs eight social workers who served
247 households in 2014. All PSHH tenants are eligible for these services, which are free, confidential, and
voluntary. PSHH also offers an after-school education program called Youth Education Enhancement
Program (YEEP) for students in kindergarten through the eighth grade.
Paso Robles Housing Authority is committed to transitioning out of Public Housing into an affordable
housing project in 2012. In a four phase redevelopment project, the Housing Authority is in the process of
demolishing 148 deteriorating rental units at Oak Park and replacing them with 302 new units of familystyle affordable housing. The first phase, consisting of 80 units, has already been completed. These units
are available to families with incomes between 30% and 60% of AMI, with 32 units designated for projectbased housing vouchers and 20 units for farmworker families. YouthWorks, a job skills program located at
Oak Park for elementary school through college students, is a program of the Paso Robles Housing
Authority.
San Luis Obispo Non-Profit Housing Corporation has developed projects by using a variety of funding
sources, including tax credit, Community Development Block Grants (CDBG), the California Housing
Finance Agency (CFHA), Higher Education Loan Program (HELP) loans, bonds, and state financing. The
majority of the housing units are tax credit developments. These units, which are managed and
maintained by the Housing Authority of San Luis Obispo, are classified as affordable, but not “lowincome,” with rents ranging from $700 to $1,200 monthly.
Housing Authority of San Luis Obispo (HASLO) also owns 168 units on 13 sites in the City of SLO. The
Housing Authority is continually working on building or acquiring more housing. On 3/19/15, it broke
ground for a 43 unit complex on SLO’s South Street, which is expected to be ready for occupancy in early
2016. HASLO maintains an interest list for tax credit affordable units, with rents ranging from $600 to
$1,200. Although these units are not considered “low-income,” Housing Choice Vouchers are accepted.
These units are located in the North County cities of Paso Robles and Atascadero. HASLO also operates
the Housing Choice Voucher Program countywide.
The Executive Director of HASLO sees a need to expand the Housing Authority’s Family Sufficiency
Program (FSS) and to define it more broadly than previously. The purpose of the FSS is to help persons
“become economically independent and self-sufficient by working together to overcome barriers, build
self-esteem, and establish and attain goals.” Participation in this program is voluntary and open to both
Housing Choice Voucher holders and residents of public housing. FSS participants sign a five-year contract
and follow a training and service plan, which outline employment goals, education and/or job training,
and necessary services. If the participants meet their goals within the five years, then they will receive the
funds deposited in an interest-bearing escrow account, which represent a percentage of their increased
contribution to their rent due to their increased income.
The Housing Choice Voucher Program (also known as Section 8), which is operated countywide by HASLO
serves over 2,200 low income households. In September 2014, the waitlist for this program was opened
for the first time in over four years. In order to better meet the needs of the community, the application
time was extended to three weeks instead of the prior four-day period. The application process was also
made more accessible by conducting it through an online application instead of having applicants
competing to get through on jammed phone lines. The procedures for handling the applications were
modified so that 500 names, the amount which HASLO estimates that it might reach in a single year, were
23
selected by lottery from all the applicants. HASLO also eliminated its points system for characteristics,
such as disability, homelessness, and domestic violence victims. Instead, it substituted a referral allotment
for agencies who serve homeless persons and victims of domestic violence. In order to increase the pool
of landlords who accept these vouchers, HASLO is training its staff on conducting personal outreach to
landlords to increase the number of units available to voucher holders.
HASLO administers a program in partnership with French Hospital Medical Center in San Luis Obispo,
which leases units for medically fragile persons who have been discharged from its hospital. In
partnership with CAPSLO, HASLO also operates countywide a “master leasing” program for CAPSLO
Homeless Services program clients. CAPSLO’s Chief Executive Officer (CEO) serves on the HASLO Board.
Affordable housing units for seniors are located throughout the county, including Judson Terrace which
has 107 rental units in San Luis Obispo, Parkview Manor which has 61 apartments in Arroyo Grande, and
Chet Dotter Senior Housing which has 40 apartments in Paso Robles.
Transitional Housing: Among its several transitional housing services for mentally ill persons, TransitionsMental Health Association (TMHA) provides transitional housing for 24 disabled adults who are currently
or potentially homeless. The goal of this program is to transition them to successful independent living
within 12 months. The SLO County Women’s Shelter provides transitional housing to 36 persons who are
victims of domestic violence and their children.
Family Care Network offers transitional housing programs for foster youth who are developing the skills to
live successfully on their own and for 18 to 21 years olds participating in therapeutic treatment with the
SLO County Behavioral Health Department.
Affordable Home Ownership: The SLO County affiliate of Habitat for Humanity International helps lowincome families build their own homes. Since 2006, it has completed 17 houses in the county and it
currently owns 15 properties on which houses may be built. PSHH also assists low-income families with
“sweat equity” home ownership. The county operates the First Time Homebuyer Program (FTHB), which
assists qualified, low-income families with down payment, mortgage, and closing costs to purchase their
first home. Moylan Terrace, located in the City of SLO, has 19 of the 80 units set aside for qualified buyers
through the Affordable Housing Program.
Substandard Housing: Low-income persons who are facing the possibility of having their utilities cut off
due to lack of payment may apply to the REACH program (Relief for Emergency Assistance through
Community Help), which is sponsored by PG&E and administered by the Salvation Army. It is a one-time
payment program that may be accessed only once in an 18-month period, although exceptions may be
made for seniors, physically challenged persons, and terminally ill persons. Catholic Charities’ Family
Supportive Services includes the provision of financial assistance for utility bills.
CAPSLO provides utility assistance services, which are funded through the Federal government’s Low
Income Home Energy Assistance Program (LIHEAP). These programs offer once a year payment assistance
to keep low-income households connected for gas, electricity; it will also pay for propane bills. PG&E and
Southern California Gas Company are required to provide weatherization assistance to low-income
households in the communities they serve. The utility companies have partnered with CAPSLO Energy
Services to fulfill these requirements in SLO County. CAPSLO’s Energy Services Division also helps lowincome and senior households maintain safe homes by providing minor home repair, weatherization, and
conservation services.
24
HOMELESSNESS: CONDITIONS
“We are seeing a continual increase in homeless individuals seeking services, especially at the Maxine
Lewis Memorial Shelter and Prado Day Center. Our numbers go up each year. Sometimes it’s a little bit of
an increase, but if you look over a longer time span, it’s quite huge.”
“Common issues that homeless individuals face include mental illness, substance-abuse, lack of jobs,
struggling to get on to disability, the SSI process, and lack of low-income housing.”
More than 16% of survey respondents were homeless, citing lack of skills, education, employment and the
high cost of housing as contributing issues.
The “deinstitutionalization” of mentally ill patients began in 1963 when President Kennedy signed the
Mental Health Act, and had a direct effect on the increase of homeless individuals suffering from mental
illness. In 1967, Governor Reagan signed the Lanterman-Petris-Short Act, which released massive
numbers of psychiatric patients from institutions during the 70s and 80s. The United States went from
550,000 mental hospital patients in 1955 to just 40,000 today. (To put this in perspective, the general
population nearly doubled during that same period). It is estimated that those displaced patients now
represent between 30%-50% of the American homeless population. 31
In January 2013, community-based organizations, faith-based groups, community volunteers, county and
city staff conducted the bi-annual countywide homeless enumeration; a “point-in-time” survey of those
living in the county who lack shelter. Using HUD-approved protocols, enumerators counted 2,186
homeless individuals, a 3% increase over 2011. It was estimated that nine out of ten homeless individuals
were unsheltered – 89%. It was also estimated that 3,497 persons were homeless at some point in time
over the course of a year.
It was reported that 26% of those counted and surveyed were chronically homeless, 49% reported
experiencing some form of mental illness, and 12% were veterans. Regional distribution of homeless
individuals was: 21% in the North County, 34% in San Luis Obispo, 38% in South County, and 6% in the
Coastal Region. 32
A 26-question survey was administered to every fifth homeless adult in order to gain an in-depth
understanding of the issues of local homelessness. The needs of homeless veterans, chronic and episodic
homelessness, health and mental health impacts, and other important issues were recorded to inform
and guide local systems of care.
Mental illness and alcohol/drug abuse is significantly intertwined with homelessness. “Case management
statistics show that 64% of those seeking help are found to be clinically mentally ill, with many of those
abusing alcohol or drugs.” 33 According to 2014 data collected through the CAPSLO’s intake process for
Homeless Services, 38% of clients receiving services suffered from some form of mental illness and 21%
were physically disabled. For these individuals, navigating the complex mental health and/or drug and
31
SLO Life, Understanding Homelessness in SLO, August/September 2012.
2013 Homeless Enumeration Report, www.sloplanning.org.
33
The Tribune, Life under the bridge: Homeless and mentally ill in SLO County, 8/10/11.
32
25
alcohol system alone, is a near impossibility. Limited case management/supporting services and long
waiting lists often leads to a sense of helplessness and hopelessness.
The increasing difficulty and expense of securing and maintaining housing in SLO County’s high-cost
market has pushed many low- and middle-income households into homelessness. Many of these
individuals and families “couch-surf” with friends and families for as long as possible before resorting to
motels and then, as their money runs out, homelessness. Higher rents, coupled with below-living wage
jobs places households on the brink each month, and the phrase “you are only a paycheck away” takes on
real meaning.
HOMELESSNESS: RESOURCES
Oversight and Coordination: The Homeless Services Oversight Council (HSOC) was created to lead,
facilitate, and provide oversight for the implementation of San Luis Obispo (SLO) County’s 10-Year Plan to
End Homelessness. As a planning and policy development forum, HSOC brings together local jurisdictions,
public and private service providers, and other community stakeholders to increase local awareness and
participation, and service coordination and efficiency.
Membership of the HSOC includes representatives from: Board of Supervisors; each City Council; county
departments of Behavioral Health, Public Health, Planning and Building, Social Services, and Veterans
Services; nonprofit service providers, including CAPSLO; affordable housing developers; business
organizations; law enforcement; academia; health care; faith communities; and interested community
members, especially those experienced with homelessness. CAPSLO’s Homeless Services staff is
prominent in the HSOC leadership.
In part due to President Obama’s "Opening Doors," a "Federal Strategic Plan to Prevent and End
Homelessness," the federal Housing and Urban Development (HUD) has begun shifting funding to focus
more on prevention of homelessness and rapid re-housing rather than sheltering of homeless.
The county also needs much more permanent supportive housing. Of the different housing models, what
kind of housing is needed? How many units are needed for homeless families and the chronically
homeless? And housing alone isn’t enough. There is increasing recognition that the community needs to
strengthen the supportive systems and service-enriched supports needed to help people to both avoid
eviction and be successful tenants.
HSOC membership includes representatives from the Board of Supervisors; each City Council; County
Departments of Mental Health, Drug and Alcohol, Public Health, Planning, Social Services, Veterans
Services, and Probation; nonprofit service providers; affordable housing developers; businesses; law
enforcement; academia; health care; faith communities; and interested community members, preferably
experienced with homelessness. CAPSLO’s Deputy Director, and Homeless Services staff are prominent in
the HSOC leadership.
FACILITIES
The largest overnight shelter in SLO County, the Maxine Lewis Memorial Shelter, is operated by CAPSLO.
Located in the City of SLO, the MLM Shelter has 49 beds to accommodate homeless individuals and
families. In 1992, to assist with the increasing need for sheltering, and to provide a safe and secure
environment for women and children, the Interfaith Coalition (ICH) for the Homeless was formed to
26
provide overflow shelter services for this population. ICH consists of 14 faith-based groups who take
turns hosting at a different church or synagogue each month.
In the North County, the El Camino Homeless Organization (ECHO) provides an overnight shelter with 35
available beds. Both shelter programs provide dinner, showers, client screening/intake for shelter beds,
client information/referral, and access to intensive case management services.
Transitional Food and Shelter (TFS) also in the North County provides temporary shelter for the medically
fragile homeless. CAPSLO, in partnership with another nonprofit, Friends of the Prado Day Center,
operates Prado Day Center, the only homeless day center in the county.
Due to the economy, lack of transitional/affordable housing, and limited shelter beds, the number of
people living in their cars in SLO County has increased in recent years. In 2012, numerous complaints
were being reported to the City of SLO from local businesses and residents about vehicles “camping” on
their streets, and complaints from community members about the police ticketing homeless individuals
with camping violations. On March 20, 2012 as a first step towards addressing this issue, the San Luis
Obispo City Council approved an agreement with CAPSLO to provide a Safe-Parking Pilot Program at the
Prado Day Center. The program provides five parking spaces that are gated off at night; video surveillance
and restroom facilities are also provided. In order to qualify, participants must participate in CAPSLO case
management services and remain alcohol and drug free. Because of its success, the City of San Luis
Obispo has increased the slots available in the Safe Parking Program.
In the City of San Luis Obispo, CAPSLO operates the Maxine Lewis Memorial (MLM) Shelter, which
provides 49 beds nightly to homeless men, women and children. CAPSLO partners with the Interfaith
Coalition for the Homeless (ICH), 14 faith-based groups, to host the “overflow” clients. The Prado Day
Center is CAPSLO’s day facility for serving the homeless with meals, showers, access to case management,
a mobile health van run by Community Health Centers of the Central Coast, and access to mail, phone,
and email. Since Prado Day Center opened in 1997, it has become the major point of daytime contact for
local providers to serve the homeless and working poor families and individuals. The Center operates
seven days a week, year-round, providing breakfast and lunch to an average daily census of 84 persons
and other services to a daily average of 132 persons. Prado Day Center offers restrooms and shower
facilities; laundry service; local phone use; mail service; newspapers for employment listings; a
reading/writing area; children’s playroom and play yard; a community garden; and bus tokens. The Prado
Day Center is the only center in the county that provides this vast array of services to our homeless
population.
Both MLM and the Prado Day Center have exceeded their capacity. Additionally, MLM’s facilities are in a
state of decline and have been used beyond the estimate life of the modular building that houses it. The
Prado Day Center’s lease with the City of SLO will end in 2018 to allow for the expansion of the city’s
water reclamation facility. With this in mind, CAPSLO, the Homeless Foundation of SLO County, the
Interfaith Coalition for the Homeless, the County and City of SLO, State of California, and Friends of the
Prado Day Center have been diligently working to find a suitable site to build a new, all-in-one facility. In
the fall of 2014, CAPSLO and the Regional Transit Authority jointly purchased a parcel of land that will
house transportation operations and the new, consolidated homeless services center. Construction of the
up to 150 bed facility is expected to begin in 2016.
27
In North County, the El Camino Homeless Organization (ECHO) provides an overnight shelter for the
homeless. Both shelter programs provide dinner, showers, client screening/intake for shelter beds, client
information/referral, and access to intensive case management services.
Transitional Food and Shelter (TFS) in North County provides temporary shelter for the medically fragile
homeless through the use of motels.
Homeless individuals and families with vehicles became an issue with the city after complaints from local
businesses and residents started coming in about vehicles “camping” on their streets. These individuals
and families, it was claimed, disrupted normal business and neighborhoods. In conjunction with the city,
CAPSLO developed a Safe Parking Program at the Prado Day Center that could accommodate up to five
vehicles. Participants in the program must agree to enroll in case management services. The program has
been very successful and the City of SLO is in the planning stages to increase the Safe Parking Program
due to its success. The Prado Day Center also functions as a Warming Station for individuals and families
during inclement weather situations
Supportive Services: Case management is provided by CAPSLO for its own clients. The goals of CAPSLO
case managers are to help clients stabilize their income, secure permanent housing, and build the
independent living skills needed to maintain income and housing. There are a number of programs in the
county to assist with homeless case management. These programs include the Transitions Mental Health
(TMHA) 50Now program, the DSS Housing Support Program for CalWorks families, The Link, Peoples’ SelfHousing, Women’s Shelter Program, RISE, Catholic Charities, Salvation Army, Transitional Food & Shelter,
and CAPSLO’s Supportive Services for Veteran Families Program. TMHA and CAPSLO provide permanent
supportive housing services to chronically homeless individuals and families with funding support from
the County of San Luis Obispo. TMHA also provides transitional housing services to their clients. ECHO
provides case management support for clients accessing their shelter services in the North County and 5
Cities Homeless Coalition provides rapid re-housing and other supportive services for south county
individuals and families. Case managers across the network of service providers work cooperatively to
ensure that homeless persons receive all eligible benefits and help.
There are numerous community meal programs serving homeless and low-income community members.
Meals are provided in the City of San Luis Obispo: breakfast at Prado Day Center and MLM Shelter; lunch
provided by the Peoples’ Kitchen at Prado Day Center; and dinner provided by the community at MLM
Shelter. In the North County, breakfast and dinner are served at the ECHO Shelter in Atascadero; the
Second Baptist Church of Paso Robles is the host site used to serve lunch, provided by Christ’s Kitchen,
and dinner is provided by the North County People’s Kitchen. The South County Peoples’ Kitchen provides
lunch in Grover Beach.
Throughout the county, Salvation Army, Catholic Charities, Grass Roots II, Paso Robles Loaves and Fishes,
Atascadero Loaves and Fishes and numerous churches provide food pantries and offer crisis intervention
services. These separate efforts are provisioned and supported by the county’s Food Bank Coalition who
also provides food through the two warehouse locations in North and South County.
Many homeless and/or disabled persons are probably entitled to SSI benefits, but applying for benefits is
labor-intensive and can take years. SLO Benefits-ARCH, a collaboration of local agencies that serve the
homeless, has been meeting since December 2008 to streamline this arduous process.
28
EMPLOYMENT and LOCAL ECONOMY: CONDITIONS
“The on-going drought is the biggest threat to the county’s economy” – CEO, San Luis Obispo Economic
Vitality Corporation
“There is work if you want to work, but it is hard to find a job that offers benefits like sick leave, vacation
time, and health insurance.”
“You can find a job, but minimum wage doesn’t cover the cost of living.”
Of survey respondants who said that “Access to Living Wage Jobs” was an issue for their family, 56% cited
“Lack of Good Paying/Living Wage Jobs” as a problem.
Employment and Unemployment: In March 2015, SLO County’s unemployment rate was 4.6%, down from
its peak of 10.7% in July 2010. While the declining rate is welcome news, and SLO County has historically
had one of the lowest unemployment rates in California – hovering at 3-4% for almost a decade – many of
the new jobs available in the continued economic recovery are leaving workers under-employed, with
part-time jobs and/or wages that make it difficult to afford the county’s high cost of living.
A closer look at March 2015 employment data shows the county’s unemployment rate ranked sixth
lowest out of 58 counties, lower than the state jobless rate of 6.1%, and the national rate of 5.5%. 34
While most communities within the county also saw falling unemployment rates between 2013 (the last
Community Needs Assessment) and 2015, the northern most communities of San Miguel and Shandon
both saw 2.5% increases in the unemployment rate.
Area
California
San Luis Obispo County
Paso Robles
Shandon
Cayucos
San Luis Obispo
San Miguel
Oceano
Nipomo
March 2015
6.1%
4.6%
5.2%
6.5%
3.5%
4.9%
8.7%
3.8%
4.2%
May 2013
8.1%
5.7%
6.8%
3.0%
3.5%
6.3%
6.2%
10.9%
7.6%
Change
-2
-1.1
-1.6
+3.5
nil
-1.4
+2.5
-7.1
-3.4
Conventional wisdom says that unemployment is usually the last economic signpost to improve after a
recession. However, despite a growing number of jobs and gains in most job sectors, head of household
jobs and jobs that pay “self-sufficiency” wages are still out of reach for many low- to moderate-income
households.
SLO County’s economy is largely service oriented. The county’s weather, wine regions, beaches, proximity
to San Francisco and Los Angeles, and inclusion on many “Top Ten” lists, make the area a popular tourist
destination. With a booming tourism industry follows many low wage and/or part-time jobs in local
34
California Employment Development Department, March 2015, www.edd.ca.gov
29
restaurants, hotels, shops, and other local businesses catering to this population. What the Department of
Labor classifies as “service jobs” account for 38% of the county’s market; however, the true service sector
is larger because it is inclusive of the public sector and much of the finance, insurance, and real estate
sector.
In March 2015, there were 134,900 people in the county counted among the employed, out of a total
civilian labor force of 141,500. The number of county jobs in all industries totaled 117,300, indicating that
at least 17,600 individuals were employed outside the county (more if accounting for out-of county
workers commuting into the county). 35
Job Sectors and Salary: The county’s job sector grew by 13.1% between 2012 and 2015, with
exceptional growth of 18.9-20.9% growth in three sectors: Education and Health Services, Mining and
Construction, and Finance, Insurance, and Real Estate.
36
San Luis Obispo County Employment by Sector
Job Sector
Number of Jobs 2015 Number of Jobs 2012
Public Sector
22,800
21,500
Farmworkers
4,600
4,200
Leisure and Hospitality Services
16,900
15,600
Education and Health Services
15,000
12,400
Mining and Construction
6,900
5,800
Finance, Insurance, and Real Estate
5,200
4,300
Trade, Transportation, and Utilities Services
20,800
19,900
Manufacturing
6,900
6,400
Information Services
1,400
1,200
Total All Industries
117,300
103,700
Percent change
+6.2%
+9.5%
+8.3%
+20.9%
+18.9%
+20.9%
+4.5%
+1.8%
+16.6%
+13.1%
According to the local Business and Career One-Stop Center, since 2008, wages in SLO County have gone
down in a number of job sectors, and many employers are filling full-time jobs with part-time employees –
and they are offering limited or no benefits. With the Affordable Health Care Act (ACA) requiring that
businesses with 50 employees or less provide health insurance for full-time employees beginning in the
next couple of years, many small businesses are considering reducing the number of hours per week that
their employees work because they cannot afford to pay the insurance costs.
Active sectors, like health care, continue to change, with trained medical billers, licensed vocational
nurses, and certified nursing assistants unable to find work, while up and coming positions in the medical
field remain unfilled. The county continues to suffer from an inadequate numbers of physicians, in large
part due to the lower Medi-Cal and Medicare reimbursement rates paid to physicians as a result of the
county's designation as a “rural” area. This shortage is being felt more accurately as the number of
insured, and therefore those seeking a primary care physician, has increased through the ACA.
Employment partners report that some job seekers are recovering from “affluenza” and are now focused
on meeting their basic needs, while earning far less than they did before. They lack many basic computer
skills that younger workers take for granted and are overwhelmed by the amount of training and skills
they now need to be competitive.
35
36
ibid.
California Employment Development Department, Labor Market Information, May 2015.
30
Wages:
Wages and Percentage of Total Employment in SLO County compared to United States, 2013 37
Percent of total employment
Major occupational group
Total, all occupations
United States
Mean hourly wage
San Luis
United
San Luis
Percent
Obispo
States
Obispo
difference*
100.0%
100.0%
$22.33
$21.58
-3
Management
4.9
4.6*
53.15
45.80*
-14
Business and financial operations
5.0
3.4*
34.14
32.48
-5
Computer and mathematical
2.8
1.6*
39.43
32.32*
-18
Architecture and engineering
1.8
1.9
38.51
40.18
4
Life, physical, and social science
0.9
1.1*
33.37
35.28
6
Community and social services
1.4
2.3
21.50
23.89*
11
Legal
0.8
0.5*
47.89
43.36
-9
Education, training, and library
6.3
6.5
24.76
26.59*
7
Arts, design, entertainment, sports, and media
1.3
1.3
26.72
20.98*
-21
Health care practitioner and technical
5.8
5.3
35.93
40.11*
12
Health care support
3.0
2.3*
13.61
14.87*
9
Protective service
2.5
2.9*
20.92
30.71*
47
Food preparation and serving related
9.0
11.3*
10.38
10.90*
5
Building and grounds cleaning and maintenance
3.2
4.3*
12.51
12.67
1
Personal care and service
3.0
3.6
11.88
12.85*
8
Sales and related
10.6
12.0*
18.37
16.36*
-11
Office and administrative support
16.2
15.1*
16.78
17.25*
3
Farming, fishing, and forestry
0.3
2.3*
11.70
11.20
-4
Construction and extraction
3.8
4.5*
21.94
25.00*
14
Installation, maintenance, and repair
3.9
3.3*
21.35
23.76*
11
Production
6.6
4.6*
16.79
17.35
3
Transportation and material moving
6.8
5.2*
16.28
14.00*
-14
* The percent share of employment or mean hourly wage for this area is significantly different from the national average of all
areas at the 90% confidence level.
37
U.S. Bureau of Labor Statistics, 2013, http://www.bls.gov/ro9/oessanl.htm#tablea.f.1
31
Dependent Care to Support Employment: The availability of affordable, quality dependent care is
essential to support a productive workforce. This includes care of infants, toddlers, and preschoolers;
before- and after-school care; youth programs; and day care for dependent/fragile adults. Barriers to
accessing care for county families include cost and availability.
The California Child Care Portfolio 2013 reported more than 23,139 children, ages 0-12, with parents in
the county workforce; yet there were only enough slots in licensed child care centers for 36% of these
children. Fulltime requests reached 93% for children 0-5 years old, yet only 72% of center-based providers
and 88% of family child care homes offered full-time care. Requests for care during the evening,
weekends, or overnight in the county were up 34%; however, the schedules of care available revealed
that only 1% of child care centers and 45% of family child care homes offer care during non-traditional
hours. 38
Despite the ongoing need for child care, the cost of care makes many low- to moderate-income families
struggle to work and pay for this vital employment support. The cost of full-time infant care is between
$9,491 and $12,795 per year, depending on whether the child is in a licensed center or a licensed family
care home. Full-time preschool and toddler care costs range between $8,669 and $9,158 per year for
licensed care. For parents working for low wages or with multiple young children, paying for licensed
childcare on top of living expenses is simply unaffordable. 39
Additionally, an increasing number of families are finding themselves in need of care for elderly family
members who cannot safely remain at home alone while their family caregivers work. The Adult Day
Center in Paso Robles saw a 40% increase in the number of hours of care provided each month between
September 2011 and September 2012. A waitlist has since been established due to demand.
Spotlight on the California Drought: On January 15, 2014, the U.S. Department of Agriculture declared
San Luis Obispo County, along with 27 other counties in the state, to be a “primary natural disaster area”
due to prolonged drought conditions. 40 On March 10, 2015, the San Luis Obispo County Board of
Supervisors also declared a drought emergency, making the county the 17th in the state to do so. 41 This
declaration came after another year of below average rainfall, with different regions of the county
receiving rainfall between 26% and 64% of the yearly average.
The following table shows the current capacity of local water reservoirs: 42
Reservoir
% of Capacity
Nacimiento (North)
29%
Whale Rock (North Coast)
Lopez (South)
Salinas (North East)
43%
39%
17%
38
2013 California Child Care Portfolio, www.rrnetwork.org
ibid.
40
http://www.fsa.usda.gov/FSA/newsReleases?area=newsroom&subject=landing&topic=edn&newstype=ednewsrel&type=detail
&item=ed_20140115_rel_0007.html
41
http://www.sanluisobispo.com/2014/03/11/2966875_drought-emergency-slo-county.html?rh=1
42
San Luis Obispo County Monthly Drought Update April 21, 2015
http://agenda.slocounty.ca.gov/agenda/sanluisobispo/4583/QXR0YWNobWVudCAxIJYgTW9udGhseSBEcm91Z2h0IFVwZGF0ZS
AucGRm/12/n/43056.doc
39
32
The Department of Water Resources announced that expected water deliveries for 2015 for most water
customers of the State Water Project (SWP) will be about 20% of requested amounts. The San Luis
Reservoir near Pacheco Pass, which receives water from the SWP) is currently at 68% capacity.
The following communities have been labeled by the County of San Luis Obispo as being vulnerable water
systems:
• Santa Margarita
• Shandon
• Cayucos
• Avila Valley
• Chorro Valley Institutions (inclusive of Men’s Colony, Animal Services, County Operations,
Camp San Luis, Cuesta College, and the County Office of Education)
• Cambria
• San Simeon
• Heritage Ranch
• Rural Paso Robles residents
Each of the identified communities is working diligently to identify short and long term water supply
solutions, including water reclamation, mandatory cutbacks, and trucking in of water if necessary.
Agricultural and Economic Impacts: The U.S. Drought Monitor classifies San Luis Obispo County as
experiencing an exceptional drought, or a D4, the most severe designation-- meaning “the county is
experiencing significant impacts from the drought including loss of agricultural production, drinking water
shortages and an increase in wildfire danger.” 43 While 93% of the state is in a D2 or greater designation,
44% of the state has been designated D4.
In 2014, the economic output for all agricultural sectors in SLO County was valued at $902,991,000. This
represents a 2% decrease from 2013 and was attributed directly to drought conditions. 44 While the
drought had negative year-over impacts on the economic value of some agricultural commodities, others
benefited from increased demand and prices:
• Alfalfa and Barley: planting decreased by 6,000 acres; however, high demand for feeding
livestock created at 3% increase in crop value.
• Wine Grapes: grape tonnage decreased 13% and economic value decreased 8%. Warm and
dry weather conditions resulted in an unusually early harvest season.
• Avocado: Considered the most severely impacted crop for 2014, with a 50% reduction in
yield. Farmers say it will take several years to increase production to previous levels.
• Nursery Products: 14% decrease in value attributed to down turn customer demand due to
reduced water use in home gardens.
• Vegetable crops: 18% decrease in overall value, attributed to increased soil salinity from
prolonged drought conditions and damage from invasive African Bagrada Bug
• Citrus: shortages throughout the state created increased demand for local citrus. Value of
lemon crop increased 27% and Valencia oranges increased 47%.
• Strawberries: warm weather created ideal growing conditions, leading to 157 new acres of
planted berries.
43
44
ibid
San Luis Obispo County Monthly Drought Update April 21, 2015
33
Many of the drought’s economic impacts may not be quantifiable until the next year or two. The county’s
Workforce Investment Board (WIB) will be implementing a drought impact survey to assess the ripple
effect of drought conditions on local businesses. 45
EMPLOYMENT and LOCAL ECONOMY: RESOURCES
Employment and Training Partners: The county’s Business and Career One-Stop Center, located in the
City of SLO, is operated by America’s Job Center of California in connection with Goodwill IndustriesShoreline Workforce Development Services. The Workforce Investment Act (WIA), enacted in 1998,
consolidated numerous federal and state employment programs. A local Workforce Investment Board
(WIB) coordinates job training and employment services through the One-Stop. The One-Stop is the
bridge between job seekers and employers; it helps job applicants develop basic skills, identify
employment opportunities, and market themselves to potential employers; and works with employers to
recruit and screen job applicants.
Creation and support of the One-Stop has been very collaborative, and CAPSLO has been a longtime
partner, along with other nonprofit service providers, public agencies, SLO County Office of Education,
local colleges, SLO Housing Authority, SCORE, and representatives of the WIB. CAPSLO's CEO is a member
of the WIB.
Central California is home to many rural disadvantaged populations facing significant barriers to accessing
business development assistance. Minority-owned businesses account for 12.5% of businesses in SLO
County compared to 13.5% in Kern County and 22.9% in Monterey County. 46
Mission Community Services Corporation and their Women's Business Center mission is to enhance
opportunities for potential entrepreneurs and small-business owners to become self-sustaining,
successful contributors to their community, with special assistance for low-income, minority, and
nonprofit businesses. They teach basic budget skills, credit repair, and starting and growing your own
business. Services are offered in Spanish and English in SLO as well as other counties. CAPSLO’s CEO
serves on the Board of Mission Community Services Corporation.
The Economic Vitality Corporation (EVC) of SLO County is partnering with the SLO County Community
Foundation to support local economic development with a new endowment fund. This new fund has
already garnered $100,000 in gift commitments from its "Founders Circle" of ten businesses who have
committed $10,000 each. Its purpose is to help stimulate the local economy through increased
investment and business support. The fund’s interest will be used to create more EVC programs and
resources for local businesses and entrepreneurs once there is enough income as deemed by the board of
directors. Additionally donors are welcome to join as contributers to the fund through Leaders Circle
($5,000) or Buisness Circle ($2,500) donations. The EVC currently supports small businesses with access to
capital and technical assistance.
Cuesta College created the Customer Service Academy to teach essential employability skills, thereby
enhancing workplace readiness and employee performance. The Academy focuses on time and stress
management, team building, values and ethics, dealing with change, communication and customer
45
46
ibid
http://www.mcorp.org
34
service, and trainings on professional skills and behaviors. The One-Stop, in partnership with Cuesta
College, provides space for and helps advertise classes.
Job training programs, such as the Youth Employment Opportunity Program and Senior Community
Service Program, are tailored to meet the educational and vocational needs of specific populations.
Other community resources for employment include PathPoint, formerly known as the Work Training
Program. PathPoint offers a variety of supported employment and housing services to help persons with
disabilities overcome barriers. Transitions Mental Health Association operates nursery and retail
businesses to provide job training and support for their clients. TMHA's Growing Grounds Farms and Store
offer a variety of work experiences where participants develop job skills and confidence. The Supported
Employment Program provides job support services necessary for individuals with mental illness to
choose, obtain, and maintain employment.
Achievement House provides a wide variety of vocational services and supported employment
opportunities for persons with developmental disabilities to enhance their independence in the
workplace and community. Achievement House offers training for janitorial, food service, retail thrift
stores and nursery, and an array of mailing and clerical services.
Camp SLO, home to the California National Guard, also hosts the California Conservation Corps’ Los
Padres Center. Corpsmembers are trained as emergency responders to fight fires and floods; and to
respond to earthquakes, oil spills, and agricultural emergencies. The residential program provides
academic support and life skills training for the 80 corpsmembers.
Dependent Care to Support Employment: To develop child care priorities and services countywide, the
local Child Care Planning Council was established by the Board of Supervisors, County Superintendent of
Schools, CAPSLO, and PG&E in 1997. Capacity-building to increase the supply of child care providers has
been a high priority.
Child Care: CAPSLO’s Child Care Resource Connection (CCRC) contracts with the state to subsidize
childcare costs for the county’s eligible, such as CalWORKs participants and other low-income families.
Help with child care costs enables these families to remain in the workforce and obtain necessary training
for self-sufficiency. CCRC maintains a list of licensed child care providers and provides referrals to help
families of all income levels, throughout the county choose care that meets their needs. CCRC also
supports providers with a food program; training in child development, behavioral health, and running a
child care business to enhance self-sufficiency; and a toy/resource lending library.
Before- and after-school care and youth programs: Supervised care of school-age children and youth
before- and after-school is provided through a range of options, from child care provider homes, to
relative care, to programs operated by organizations, such as the YMCA, city recreation centers, and Boys
and Girls Clubs.
Adolescents and youth need safe and positive after-school environments. A very limited number of
programs exist in the county. Project Teen Health, a no-cost, after-school teen obesity prevention
program, provides activities for teens four to five days per week at Arroyo Grande High School. The Teens
at Work Program, offered through The Link in Atascadero, helps teens design and grow their own
businesses with the support of adult mentors. It is currently funded by their own activities, grants, and
donations.
35
Adult Day Care: Other than the full-day adult care program operated by CAPSLO in Paso Robles (North
County), there are no other full-day day care services available. The only other not for profit center, which
was located in Cambria and only open part time, is currently closed. The CAPSLO Adult Day Center
provides services to adults with moderate to severe dementia. The program maximizes the daily living
skills and stimulates the cognitive abilities of participants, while providing much-needed respite for
working family caregivers. The center staff works with families to assist with transportation to and from
the center when possible.
Spotlight on the California Drought: The drought declaration from the Board of Supervisors provides
county administrators three immediate benefits: 1) it allows the county to make immediate purchases or
fund work projects to deal with emergency situations without the normal budget allocation process; 2) it
allows county personnel to be assigned more quickly to drought-related activities, and 3) it gives the
county higher priority for state and federal drought assistance.
The County Administrative Officer assembled a County Drought Task Force to coordinate drought
monitoring, impact assessments, responses to emergency health and safety, and public communication
and outreach. The Drought Task Force is comprised of multiple County departments, including:
Administrative Office, County Office of Emergency Services, Public Works Department, County Fire,
County Agricultural Commissioner, General Services, County Planning and Building, Farm Advisor, County
Health Agency, and County Counsel.
The Task Force has created a webpage that provides information on current drought conditions, water
conservation resources for residents, drought assistance for farmers, and updates on action being taken
at the county and local levels. 47
EDUCATION: CONDITIONS
Low-income kids need support to seek higher education; it’s not as encouraged (as it is for their higher
income peers).
Nearly half (47%) of survey respondants had a high school equivalency or less. Almost 20% cited lack of
education being an issue for their family.
Enrollment: The table below reflects enrollment numbers as reported by the California Department of
Education shows a 2014-2015 county student enrollment of 34,776 in public K-12 programs. The county
has the following number of public schools across 10 districts: 45 elementary; nine middle schools; and
eleven high schools. The County Office of Education provides students with alternative education,
including Court and Community Schools, Special Education, and the alternative Grizzly ChalleNGe charter
school at Camp San Luis, the local State National Guard military base. 48
47
48
http://www.slocounty.ca.gov/admin/Drought_Update.htm
San Luis Obispo County Schools Annual Education Report 2014.
36
SLO County Public School K-12 Enrollment
Grade Level
Total Enrollment
Kindergarten
2,779
Grades 1 to 3
7,792
Grades 4 to 6
7,862
Grades 7 to 8
5,076
Grades 9 to 12
11,264
Total
34,776
Low Income
1,256
3,861
3,713
2,246
4,275
15,351
% Low Income
45%
49%
47%
44%
38%
44%
The preschool enrollment was 4,046 during this same time period. According to the San Luis Obispo
County Schools 2014 Annual Education Report, enrollment in the county’s public schools has remained
level over the past few years. The college and graduate school enrollment for 2009-2013 was 34,800. 49
The graph below shows the change in K-12 enrollment numbers over the years: 50
K-12 ENROLLMENT
38000
37000
36000
35000
34000
33000
32000
2001-2002 2006-2007 2011-2012 2012-2013 2013-2014
All students are required to take the California High School Exit Exam (CAHSEE) in order to receive a
diploma. According to the 2014 Annual Education Report, “Historically, classes that graduate from our
high schools have a [CAHSEE] passing rate of over 95%.” The Academic Performance Index (API) is the
cornerstone of California’s Public Schools Accountability Act, measuring the performance and growth of
schools on a number of academic indicators, and scoring them from a low of 200 to a high of 1,000.
California’s API target for all schools is 800. SLO County schools continued to improve their API score and
are 34 points above the state average. Seven out of 10 school districts (70%) have reached the 800 target
and one has surpassed the 900 mark. 51 In the 2013-14 and 2014-15 school years, county schools began
the transition to the new Common Core standards and phased out the STAR testing used to calculate API.
The new standardized test, the Smarter Balanced Assessment Consorticum (SBAC), was piloted among
small groups of local students during the spring of 2014 and was fully implemented in the spring of 2015.
The 2014 Annual Education Report notes that in the 2012-2013 school year, 15% of the student
population were English Language Learners (ELL) and 36% were Hispanic. This report “shows that
students who are English language learners and those living in poverty are 15 to 40 percentage points
lower in academic achievement than their peers.” The county still ranks behind the state average in the
49
U.S. Census, 2009-2013 American Community Survey 5-Year Estimates
ibid.
51
ibid.
50
37
number of Hispanics and ELL, but those numbers continue to grow. Addressing the needs of ELL students
will be a major issue in closing the academic achievement gap in the county.
The 2014 Annual Education Report data indicates approximately 10.5% of the county’s K-12 students
qualify for Special Education services, and the percentage with various disabilities is similar to the state
profile. The county currently has 4,165 students, ages 3-18, with a disability, enrolled in the school
system. 52
A very large number of college undergraduates are enrolled at California Polytechnic State University (Cal
Poly) and Cuesta College. In the fall of 2012, Cal Poly enrolled 18,679 students: 94.7% were
undergraduates, .7% were post-baccalaureate students, and 4.7% were graduate students. 53 Cuesta
College had an enrollment of 9,325 students in the fall of 2013. 54
Truancy: K-12 school truancy (defined as three full-day, unexcused absences) results in lower academic
achievement for students and lost revenues for schools. Truancy continues to be an issue in SLO County:
in the 2013-2014 school year, 42.9% of students (15,458) were truant, an increase of 7.74% from the
previous year. 55 The county’s truancy rate is 11.7% higher than the state average of 31.14%.
Unlike truancies, suspensions and expulsions have decreased during the last two school years. During the
2013-2014 school year, suspensions decreased by 29% (from 1,975 to 1,389) and expulsions decreased
significantly by 69% (from 84 to 26). The California Department of Education also reported an
improvement in dropout rates for SLO County, decreasing from 2.3% in 2010-2011 to 2% in 2012-2013. 56
Literacy: The San Luis Obispo County Literacy Council estimates there are 25,000 functionally illiterate
adults countywide. Adult literacy is very difficult to quantify because national literacy surveys “fail to
survey literacy in languages other than English, thereby equating literacy with English literacy. This
omission inflates the perception of the extent of the literacy crisis and stigmatizes those who are literate
in languages other than English.” The degree of functionality at work, school, home, and in the
community is the most telling measure of literacy.
Achievement: According to the 2009-2013 American Community Survey 5-Year Estimates, educational
attainment of the 182,307 SLO County residents, ages 25+, was:
Educational Attainment
Geographic Area
% No High
School Diploma
% High School
Only
% Some College
% Associates
% Bachelors
% Graduate or
Professional
San Luis Obispo County
10.4%
20.9%
27.8%
9.4%
19.8%
11.7%
California
18.08%
20.7%
22.1%
7.8%
19.4%
11.2%
52
San Luis Obispo County Schools Annual Education Report 2014.
Institutional Planning and Analysis, Cal Poly State University, San Luis Obispo, Poly View, Fall 2012, www.ipa.calpoly.edu
54
San Luis Obispo County Schools Annual Education Report 2014.
55
California Department of Education Data Reporting Office, DataQuest, Suspension, Expulsion, and Truancy Rates 2013-2014
and 2012-2013, http://dq.cde.ca.gov
56
ibid.
53
38
Median Earnings based on Educational Attainment 57
Education Level
Median Earnings for past
12 months
Difference from Median
All Levels
$36,039
--
Less than high school graduate
$20,810
-$15,299
High school graduate (or equivalent)
$29,486
-$6,553
Some college or associate’s degree
$33,837
-$2,202
Bachelor’s degree
$49,515
+$13,476
Graduate degree
$64,155
+$28,116
Educational attainment, specifically completing a 4 year degree or beyond, is the spring board to self
sufficiency. The annual median earnings for an individual with a bachelor’s is $28,705 greater than that of
an individual who has not finished high school and $20,029 greater than that of somone with only a high
school equivalency.
EDUCATION: RESOURCES
Ten school districts and the SLO County Office of Education (SLOCOE) serve the K-12 student population.
SLOCOE is an active partner in the Children’s Services Network, Homeless Services Oversight Council, and
local First 5 Commission. In each of these collaborations, SLOCOE advocates for the needs of children –
from infancy through teens – including a healthy start, a sound education, and school readiness skills for
life-long learning.
SLOCOE administers the county's special education program (SELPA) as well as Community Schools for
students unable to function in the traditional school setting and a Court School for incarcerated youth.
SLOCOE has expanded the involvement of local K-12 schools in providing special educational services to
help homeless children succeed academically. They have also embraced an annual enumeration of
homeless school children as the basis for quantifying need and drawing McKinney-Vento resources to the
community.
The SLO Literacy Council provides English as a Second Language (ESL) and English Literacy programs. ESL is
geared toward those who understand little or no English; the English Literacy program is for native English
speakers who have limited ability in reading or writing.
California Polytechnic State University (Cal Poly) and Cuesta College have many partnerships throughout
the county to foster student learning and community well-being. Many of CAPSLO’s programs utilize
college interns to provide supervised direct service experiences to support their classroom activities. Early
childhood education programs offer support and college credit for ongoing training and professional
development. CAPSLO staff frequently present in college classes that focus on poverty issues, early child
development, social service planning, and related topics.
57
U.S. Census, 2009-2013 American Community Survey 5-Year Estimates, Median Earnings in the Past 12 Months by Sex and
Educaitonal Attainment
39
Cuesta College has campuses in San Luis Obispo and Paso Robles and centers in Arroyo Grande and
Nipomo. Students from Cuesta’s programs are able to transfer to Cal Poly to complete their educational
career track. Both institutions offer extensive class listings in order to encourage and support life-long
learning.
Beginning in the 2014-15 academic year, all graduating seniors from San Luis Obispo County who chose to
attend Cuesta College are able to take advantage of the new “Cuesta Promise Scholarship.” The “Cuesta
Promise” waves tuition fees for the first year of classes and is funded by a generous donation by the
Charles and Leeta Dovica Family Trust.
In collaboration with DSS and the Business and Career One Stop Centers, Cuesta College provides
programs that support educational and career opportunities for persons transitioning from CalWORKs,
being released from the local jail (and Sheriff’s Honor Farm), and other adults and youth with barriers to
employment. Cuesta College supports county residents’ access to and success in education and work
experience (subsidized and unsubsidized) with the objective of promoting skill acquisition leading to selfsufficiency. Cuesta College offers an array of career technical education programs, from nursing and
automotive to early childhood education and business. Cuesta currently also serves 400-500 adults a year
(mostly in North County) with noncredit English as a Second Language and some vocational exposure.
Cuesta College is looking to ensure that it offers educational opportunities that reflect the workforce
needs of the local economy. This is driving the need for a system-wide change at the community college
level – to balance universal services with intensive services, and strengthen resources across systems.
Though career-focused technical education is challenging, it is an effective and essential stepping stone
for vulnerable adults and youth to find their way into meaningful employment and self-sufficiency.
Until June 2015, Cuesta College had also been administering the Work Investment Act (WIA) Youth
Employment Program, the Successful Launch Program, and the Independent Living Program (ILP) primarily
serving youth who are in foster care, homeless, or have multiple barriers. Youth receive training,
leadership, workforce readiness support, tutoring for GED, building career access, vocational training, and
placement for work experience aligned with their interests. ILP has since transferred to the Family Care
Network.
TRANSPORTATION: CONDITIONS
The service hours at the bus stops are not easy for some people. If you have to pick up your child at a
certain time at school, sometimes you miss out on the bus. If you have an appointment and the bus is late,
you might miss that appointment and have to reschedule it.
Twenty-nine percent of survey respondants indicated that transportation was an issue for their family,
with the of cost buying and maintaining a car and limited public transporation and/or inconvenient routes
and schedules being the top issues.
The 2013 American Community Survey one-year estimates reported that 95.5% of SLO County households
had regular access to at least one private vehicle, with 66% of households having regular access to two or
more vehicles.
40
Means of Transportation to Work (All workers over the age of 16)
Drive alone
Carpool
Percentage
74%
11%
Median Earnings
$32,480
$26,989
Median Age
43
39
*Other includes taxi, motorcycle, bicycle, and walking
Public
1%
$11,530
30
Other*
7%
Unavailable
Unavailable
Work from Home
7%
Unavailable
Unavailable
Commute Time to Work
<20 minutes
55%
20-34 minutes
34%
35-59 minutes
8%
60+ minutes
4%
Low-income families, especially during this period of extended economic difficulty, are more likely than
higher income workers to lack access to reliable transportation and/or are disproportionately affected by
the county’s high fuel costs. On May 5, 2015, a gallon of regular gasoline in the SLO County Metro Area
was among the most expensive gas prices in California, averaging $3.799 for a gallon of unleaded, regulargrade gasoline. On the same day, the state average was $3.711 and the national average was $2.628. 58
Public Transportation: According to the county’s 2014 Transit Needs Assessment Update, total ridership
for all fixed-route public transit over the preceding year grew by 32.9% between 2000 and 2014 (from
1.63 million to 2.609 million rides per year). 59
While less than 1% of all county workers report using public transportation to get to work, those who do
use public transportation have median earnings that are 64% less than someone who drives alone to
work. Public transportation is essential for helping low-income workers get to work, but there are often
not enough routes or enough hours to provide adequate transportation for this population. For many
farmworkers living in rural areas or isolated areas of the county, access to public transportation is limited,
often with several hours between buses.
Days and hours of service and frequency of buses vary with routes running anywhere from every 30
minutes to just two-three times/day. Further, public transit routes often stop too early for workers in the
hospitality sector.
Fares vary significantly for bus and shuttle services, depending on whether service is fixed-route or doorto-door service. Students, seniors, youth, individuals with disabilities, and others may qualify for
free/reduced fares and/or frequent user discounts.
Half of the participants at the SLOCOG 2014 Mobility Summit expressed need for increased public transit
services, including more frequent services, more predictable/reliable connections to decrease travel time,
and expanded services in underserved areas. 60
The 2014 Transit Needs Assessment Update also found the following “areas of deficiency” in regards to
public transit: 1) intercommunity travel options; 2) insufficient services hours and days; 3) fare choices
and information (“fare-related barriers”); 4) fully accessible bus stops and strategically placed regional
stops; 5) visibility, service awareness, and understanding (quality information); and 6) more shuttle
services.
58
http://fuelgaugereport.aaa.com/states/california/california-metro 5/5/2015
2014 Transit Needs Assessment Update, SLOCOG http://slocog.org/sites/default/files/2014-transit-needs-assessmentupdate.pdf
60
ibid.
59
41
TRANSPORTATION: RESOURCES
Most SLO County transit systems focus on local travel needs. Regional Transit Authority (RTA) and Ride-On
are the only transportation operators providing service throughout the county. The RTA fixed-route
system serves the entire county and extends into Santa Maria, the northernmost city in neighboring Santa
Barbara County.
The cities of SLO and Paso Robles have their own fixed-route systems. The South County Area Transit
fixed-route system serves the communities of Arroyo Grande, Pismo Beach, Oceano, Shell Beach, and
Grover Beach. In addition to the fixed-route systems, the RTA and several communities offer Dial-a-Ride
or on-demand shuttle services.
The San Luis Obispo Council of Governments (SLOCOG) administer the county’s RideShare transportation
resource program to help educate residents and visitors about transportation resources across the
county. The flyer on the following page is available in English and Spanish and provides a summary about
the different transportation options across the county.
The charts on the following page shows which public transportation options are available in each
community: 61
Jurisdiction
Long
Distance
Inter-City
Arroyo Grande
Local
Fixed
Route
X
replaced by
RTA
Atascadero
Local
Dial-aRide
X
Regional
Fixed Route
Senior
Services
X
X
X
X
X M, F
Avila Beach
X
X Tu,Th
X
X
X M,W
Cayucos
X
X
X M,W
X
X
X
Los Osos/Baywood
Morro Bay
X
Nipomo
X
Oceano
Paso Robles
X
X M,W
X
X
X M,W
X
X
X Tu,Th
X
X
X
X
X
X
X
X
X T, W, F
Santa Margarita
X
X
X M,W
San Miguel
X
X
X M,W
San Luis Obispo
X
Shandon
X
Templeton
Cal Poly (Main)
X
X M, W
X Tu, We, Th
X
X
X
X
X
X T, W, F
X
X
little demand
X
little demand
X
X
X M,W
X
Cuesta College (Main)
Cuesta College (North)
X
X
X Tu, We, Th
X
Pismo Beach
X
X
X
greatly
scaled back
X Tu, We, Th
X
X
Local
Trolleys
X Tu, We, Th
Cambria
Grover Beach
61
ADA
X
ibid.
42
Ride-On has 16 years of assisting social service agencies in finding transportation for their clients. The
mobility coordinator is dedicated to meeting transportation challenges for seniors, people with
disabilities, children, and other people served by social service agencies. The coordinator works with all
the transportation providers in SLO County to find ways for people who do not have access to, or are
unable to use public transportation to get around their community.
Additionally, Ride-On provides services for specialized users including:
• Senior Shuttle, which provides county residents, ages 65+, with rides throughout four areas of the
county from 9:00am-4:00pm. Seniors pay a flat rate of $3.00 each way for door-to-door service.
Prior reservations are required. Smaller shuttles for special populations (senior and disabled)
operate limited schedules on weekdays and are by reservation only.
• Veteran’s Shuttle, which provides monthly trips to area veteran’s clinics.
• Medi-Cal and CenCal transportation for individuals who cannot use public transportation to get to
their medical appointments. For approved Medi-Cal riders, Ride-On provides transportation to
medical appointments at no cost. Ride-On bills the state for the cost of this service, which is
available only for medical purposes.
• Hospital transfers and other transportation for those with specific medical needs.
• Agricultural Vanpool program is designed to provide transportation for workers living or working
in SLO County. The program was developed to benefit the farmworker communities across the
county by providing safe, reliable, and affordable transportation to their worksites.
• Emergency Ride Home program may be used by any worker who commutes to work by vanpool,
carpool, bus, bike, walking, or any means other than driving alone. Ride-On will take you to any
location in SLO County or into Santa Maria for $5.
43
All of the RTA regional buses are equipped with wheelchair lifts. RTA also provides a para-transit service,
Runabout, which provides Americans with Disabilities services that complement all fixed routes in the
county. Youth throughout the county may ride fixed-route public transit at no cost during the summer
months.
Typically, school bus transportation is available for elementary school students living one mile or more
from school, middle school students living two miles or more, and high school students living three miles
or more. In recent years, the three largest school districts in the county (Paso Robles, San Luis Coastal
Unified, and Lucia Mar Unified) made significant changes to school bus transportation in response to
increasing budget cuts and shortfalls and have either started charging for bus services or have increased
their costs. Costs per students range from $180-$270/student. There are discounted prices available for
certain circumstances: low-income families, special education students, foster children, etc.
Many CAPSLO programs provide bus tokens and daily/monthly passes to clients to facilitate effective use
of public transit. To the extent possible, all CAPSLO programs also attempt to train and empower clients
to use public transit, including teaching limited-English clients to identify bus routes, read bus schedules,
and transfer between buses. CAPSLO staff represents and advocates for the low-income and homeless on
the Social Services Transit Advisory Council, which acts as an advisory body to SLO Council of
Governments.
HEALTH and ACCESS TO HEALTH CARE: CONDITIONS
“The local system has definitely been impacted with the increase in Medi-Cal patients. CenCal enrolled
approximately three times the members they thought would sign up for Medi-Cal.”
“Navigating the ACA system is still a huge challenge (for individuals). The positive is that more people have
gotten insured.”
Respondants ranked “Access to Affordable Health Care Services” as the third greatest need facing their
families with 53% reporting it as a major or minor issue for their families. Top health care related issues
were lack of income to pay for medical treatment, dental treatment, and/or prescriptions; long waiting
lists for medical and dental services; and challenges findings providers who will accept insurance
(including CenCal and Medicare).
Health Snapshot: In 2014, the California County Health Rankings and Roadmaps placed SLO County 9th
out of 58 counties (1-14 = healthiest) in health outcomes defined as length of life and quality of life (birth
outcomes, physical and mental health). This is an improvement over 2011 when the county's ranking was
13. Just as it did in 2011, the county ranked 6th in health factors (health behaviors, such as tobacco and
alcohol use, diet and exercise, and unsafe sex; access to and quality of clinical care; socioeconomic
factors, such as poverty, employment, education, social support, and community safety; and the physical
environment, such as structural environment and environmental quality). 62
62
County Health Rankings and Roadmaps: Building a Culture of Health, County by County, San Luis Obispo County, 2013.
http://www.countyhealthrankings.org/app
44
California County Rankings and Roadmaps reports that 12% of SLO County residents were in poor or fair
health and 3.1% had poor physical health days. 63 According to ACTION for Healthy Communities Vital
Signs 2013 report, 91.7% of county residents stated that their health was "good," "very good" or
"excellent," compared to 86% in 2013. 64
Health and Poverty: It is widely recognized that the emotional, financial, and social costs of poor health
are significantly linked to poverty. Poverty increases the risk of many conditions, such as low birth weight,
poor nutrition, diabetes, cognitive and developmental delays, decreased mental well-being, poor
academic achievement, unaffordable and inaccessible health care, unemployment, and inadequate
housing. Death rates for people below the poverty level are much higher than those above it. Low
socioeconomic status is also associated with higher risks of infectious diseases, accidents, and
homicides. 65
Mental Health: According to Rankings and Roadmaps, 3.8% of county residents experienced “poor mental
health days” compared to 3.6% statewide. 66 ACTION for Healthy Communities reported that 85.9% of
respondents rated their mental health as "good," “very good,” or "excellent." Additionally, 14.5% of
respondents stated that they wanted to discuss problems or situations with a mental health professional
but did not have the money or insurance to do so.
From January through October, 2014, 1,376 individuals received mental health services; 698 received
substance use disorder services; and 1,163 were provided with mobile crisis services. 67 The Mental Health
Services Act (MSHA) now serves the most vulnerable populations with greatest need – those with severe
anxiety, schizophrenia, and bipolar disorder. However, according to a behavioral health analyst, “Anyone
who calls for services who is not critical is referred to private therapists.” He adds that “veterans’ mental
health issues are ‘big.’” According to the local CenCal representative, “The Holman Group, subcontractor
through CenCal for mental health services, has a standard for mental health service response of 24 hours
for urgent needs and 10 days for non-urgent needs. However child psychiatry is heavily impacted with
over a 30-day wait for services.”
County Behavioral Health is in the process of integrating mental health services with alcohol and drug
services due to the number of co-occurring disorders. Some drugs/alcohol therapists have been
reclassified as mental health therapist to bridge the gap.
In 2014, the California Healthline reported that the “While hundreds of thousands of California children
have mental health needs, about 70% never receive treatment, according to a policy brief released by the
UCLA Center for Health Policy Research.” This is attributed to issues navigating the health care system;
language difficulties; and stigmas associated with receiving mental health treatment. 68
63
ibid.
Applied Survey Research, Action for Healthy Communities, Vital Signs – Understanding San Luis Obispo County, 2013.
65
San Luis Obispo County Health Status Report, 2011, San Luis Obispo County Public Health Department.
66
County Health Rankings and Roadmaps: Building a Culture of Health, County by County, San Luis Obispo County, 2013
http://www.countyhealthrankings.org/app
67
County of San Luis Obispo 2014 Annual Report, Behavioral Health at a Glance.
http://slocountyannualreport.com/delivering-results/#health-human-services
68
CaliforniaHealthline, Most California Children with Mental Illnesses Do Not Receive Treatment," July 25, 2014.
64
45
In 2013-2014, SLO County Special Education Local Plan Action (SELPA) programs served 193 students, ages
0-22, who have an emotional disturbance and 422 students who have autism. 69 According to the local
CenCal representative, “autism services have seen the most positive increases in service access as part of
the Affordable Care Act (ACA) mental health service expansion.” 70
In 2009, 7.6% of children in the central coast region had a serious emotional disturbance; 4.3% of adults in
the central coast region have a serious mental illness; and 15.9% of California adults
According to the 2013-2014 California Healthy Kids Survey, the following students reported: 71
Question
Chronic sad or hopeless feelings, past 12 months
Seriously considered attempting suicide, past 12 months
th
7 graders
24%
NA
th
9 graders
31%
19%
th
11 graders
32%
18%
NT*
41%
25%
*Non-traditional students, such as those in Community and Court schools
Interviews with Teen Sexual Health Collaborative and health educators who work with teens revealed that
anxiety, stress and depression are major issues among youth, frequently resulting in prescription drug
use/abuse. Multiple Teen Academic Parenting Program (TAPP) clients have been sexually assaulted and
emotionally abused by family members and demonstrate PTSD. “DSS child welfare workers are aware that
certain families have a reputation of being troubled, but nothing is done.”
Another CaliforniaHealthline reported that hospitalizations for mental health issues among California
residents ages 21 and younger increased by 38% between 2007 and 2012 – from 34,000 two 47,000.
Emergency Department visits because of attempted suicide increased by 20%; because of a mental health
crisis by 50%; and recurring admissions to a mental health and facility within the same year increased by
27%. Young people are not receiving adequate treatment for mental health issues before crisis begins and
when they returned from the hospital after being treated for mental health issue. 72
Dental Health: In 2013, Action for Healthy Communities Vital Signs reported that 65.5% of respondents
received a routine checkup from their dentist in the past year. According to Children Now’s California
County Scorecard 2014-2015, 86% of children visited a dentist in the last year, down from 88% in 2012.
Tooth decay is a bacterial disease process affecting both children and adults. Even though the prevalence
of tooth decay has declined in the US over the last 30 years, it remains the most prevalent yet easily
preventable disease known to man. Certain groups suffer disproportionately, including both low-income
and minority children. The impact of dental decay on children is devastating, affecting eating, chewing,
smiling, laughing, and learning.
During the 2010-11 and 2012-13 school years, First 5 SLO completed a countywide oral health survey of
public school children in kindergarten and 3rd grade. More than 1,600 children received a dental screening
in 2010-11 and 1,700 children were screened in 2012-13. 73
69
California Department of Education, Dataquest, San Luis Obispo County, Special Education Enrollment by Age and Disability
2013-2014.
70 70
Interview with Teresa Scott, CenCal, 3/16/15
71
West Ed, California Healthy Kids Survey, San Luis Obispo County Secondary Main Report, 2013-2014
72
CaliforniaHealthline, "California Youth Mental Health Hospitalizations Rose by 38%," February 4, 2014.
73
Phipps, K., SLO Smiles: The Oral Health of SLO County Children 2010 and 2012, Children and Families Commission of San Luis
Obispo County, June 2013.
46
•
•
•
•
•
•
Most county elementary school children are receiving the restorative dental care they need; 13%
have untreated decay compared to 28% statewide.
Too many children experienced tooth decay: 40% of kindergartners and 60% of 3rd graders.
Over 40% of 3rd graders have dental sealants, which means that 60% could potentially benefit from
this preventive service. In 2012, 3rd grade children attending lower income schools had a significantly
higher prevalence of dental sealants (49%) compared to children attending higher incomes (34%).
However, disparities still exist: low-income and minority children are more likely to have tooth decay
(62%) compared to higher and middle income students (38% and 47% respectively).
County children have better oral health than their peers in the rest of the state regarding decay (50%
versus 63%); untreated decay (13% versus 28%); and sealants (43% versus 28% – 3rd grade only).
SLO County has met or exceeded the Healthy People 2020 oral health objectives.
According to Community Health Center (CHC) leadership, “Dental services are booked out much further
than medical appointments.… There is a huge need for dental services… I don’t think it’s adequate for
anybody in the county, especially for children… I think it’s very hard to get dental services… We are doing
the best we can….We are trying to expand services and hours.… We can’t keep up with the demand and
the need.… More dental providers for low-income people are needed… Both adults and kids have severe
dental needs.”
Head Start parents agree: “It is difficult to find a dentist that accepts Medi-Cal.” “You have to wait a long
time to see a dentist and then they will only treat for one thing at a time – and then you have to wait
again for another appointment.” “The dentists at CHC are good, but the staff are not – they can be very
rude.”
Alzheimer’s and Dementia: Currently, there are 588,208 Californians 55 and over living with Alzheimer’s
disease; 1/10 of the nation’s Alzheimer’s patients reside in the state. By 2030, this number will nearly
double to over 1.1 million adults. Due to a rapidly aging population, the number of California’s Latinos and
Asians living with Alzheimer’s disease will triple and African-Americans will double by 2030. Among the
states baby boomers aged 55 and over, 1 in 8 will develop Alzheimer’s and 1 in 6 will develop dementia.
Alzheimer’s disease is now the 6th leading cause of death in California. 74
Estimated number and percent change of people 55+ with Alzheimer’s disease in SLO County 75
2008
2015
2030
Total
6,082
6,831
10,836
% Change
08-15 12%
15-30 59%
08-30 78%
White
5,435
5,855
8,862
Hispanic
369
582
1238
African-Am.
45*
63*
99*
Asian/PI
121
155
405
Native Am.
36*
54*
114
*Estimate is unreliable; race/ethnicity population for specified group less than 1,000 individuals
Multi-race
78*
122
240
Lifetime risk for SLO County baby boomers aged 44-62 to develop Alzheimer’s is 9,409 and dementia is
12,652. From 2003-2005, SLO County had relatively high death rates of 23-45.2 per 100,000, slightly
higher than California’s rate at 22.1. 76
In every case, Alzheimer disease results in a progressive decline of one’s ability to care for oneself,
ultimately leaving the individual dependent on others for help with basic activities of living. As a result,
caring for a person with Alzheimer’s is often very difficult and poses physical, emotional, and economic
74
Alzheimer's Association, Alzheimer's Disease Facts and Figures in California: Current Status and Future Projections, 2009.
ibid.
76
ibid.
75
47
challenges. Most care is delivered at home by families. Traditionally, most caregivers have been the wives
or adult daughters of the individual with dementia. With more women participating in the workforce,
there has been a decrease in the number of women available to fill these caregiving roles. In addition,
family members are increasingly likely to live far apart from one another. These changes have significant
implications for families, businesses and society at large. Disproportionately high percentages of
caregivers report being forced to miss work (21%), reduce their work hours (8%), quit their jobs (11%), or
change jobs due to caregiving demands (4%). California’s employers experienced an estimated $1.4 billion
loss of productivity from full-time employed caregivers alone. California caregivers provide 952 million
hours of unpaid care per year with an economic value of slightly more than $10 billion.
In 2015, informal community care for an individual depending on the severity is estimated between
$62,916-$71,686 and formal community care is estimated between $17,936- $38,309. Institutionalized
care is estimated at $10,918-$96,675. The cost to the Medi-Cal program for an individual with Alzheimer’s
or dementia is 2.5 times greater than the cost for an individual not having these diagnoses. Most of the
Medi-Cal cost difference is accounted for by nursing home expenditures, which are almost three times
greater for those with Alzheimer’s/dementia compared to other patients. Long-term care costs in
California are increasing more rapidly than in the rest of the nation, 44% from 2004-2008 compared to a
17% nationwide cost increase. 77
Substance Abuse: According to County Health Rankings and Roadmaps, 9% of county adults smoked
cigarettes in 2014 compared to 13% in California and 14% nationwide. Eighteen percent drank excessively
compared to 10% in California. Of note, alcohol impaired driving deaths was 41% compared to 32%
statewide.
According to the ACTION for Healthy Communities Vital Signs 2013 report, 18% of pregnant women, ages
15-44, drank alcohol at some time during their first trimester nationwide. In SLO County, 36% of pregnant
women reported drinking and 25% reported smoking at least once in the last month, according to 20042012 cumulative data.
Drug and alcohol use among adolescents, which is often associated with unprotected sex, is on the
decline. According to the California Healthy Kids Survey, administered to 7th, 9th and 11th graders every
other year in San Luis Obispo County, rates of alcohol use, binge drinking, and marijuana use have all
decreased from 2011-2014 in each grade.
SLO County
Use in past 30 days
Alcohol
Binge drinking
Marijuana
th
7 grade
12 %  6%
5% 1%
6%  2%
2011 – 2014
th
9 grade
24% 20%
15%  11%
16%  13%
th
11 grade
38%  36%
27%  25%
26%  25%
The San Luis Obispo Tribune reported in July of 2012 that there was a 43% increase (from 72 to 103) in
heroin treatment admission in the county and a 22% increase (from 36 to 44) in heroin seizures by the
SLO County’s Sheriff’s Department. The article also reported a rise in heroin overdose deaths and deaths
related to prescription drugs. In 2007, there was one death attributed to heroin; in 2011 that number rose
to four. Overall prescription drug deaths rose from 32 in 2009 to 44 in 2011, a 37.5% increase.
According to the behavioral health analyst interviewed, “Although the ACA has increased the number of
people who are Medi-Cal eligible to receive substance abuse treatment (and a 20% increase in staff to
77
ibid.
48
accommodate this), there are not enough sober living or recovery resources in the county. These
individuals, especially women, need to be in safe housing to recover.”
Obesity: According to the ACTION for Healthy Communities Vital Signs 2013 report, over 48% of county
adults 25+ were either overweight or obese compared to almost 60% in California. Eighty-two percent of
survey respondents reported that they participated in moderate physical activity at least three times per
week and 48.2% ate the daily recommendation of fruits and vegetables. County Health Rankings and
Roadmaps reports that 20% of county adults are obese compared to 23% in California; 15% of residents
are physically inactive compared to the state at 18%; and 87% had access to exercise opportunities
compared to 91% statewide.
In 2014, 67.9% of county 5th, 7th and 9th graders were at a healthy weight or underweight compared to
61.7% statewide. SLO County white children were significantly more likely to be at a healthy weight
(73.4%) than Hispanic/Latino children (59.1%). 78 Fewer county females were identified as being
overweight than males.
The amount of sugary drinks consumed by county youth declined by 67% since 2003, from 32% of youth
consuming two or more sugary drinks a day in 2003 to 10% in 2009. This reduction may be attributed to
state legislation that bans soda sales in elementary, middle and high schools. 79 Youth spending 10 or more
hours engaging in physical activity increased 7% between 2010 and 2013. 80 However, health educators
note how sedentary teens are: “The school day is spent sitting, PT is lame, and there is a disconnect
between what they eat, how they move, and how they feel.” While new offerings of salads and low-fat
foods served at schools over the past five years may be lowering overweight and obesity rates, several
stakeholders interviewed noted the poor quality of food choices offered by schools and choices that
adolescents make.
Communicable Diseases: In 2014, there were 1,034 cases of Chlamydia up from 1004 in 2013; 153 cases
of Gonorrhea up from 58 in 2013; 328 community cases of Hepatitis C up from 271 in 2013; 5 cases of
syphilis and 5 in 2013; 9 cases of HIV/AIDS and 10 in 2013; 15 cases of E. coli and 13 cases in 2013; 40
cases of salmonella and 42 cases in 2013; 3 cases of tuberculosis and 4 in 2013; 18 cases of viral
meningitis compared to 22 in 2013; and 7 cases of bacterial meningitis up from 2 in 2013. 81
Timely and Adequate Prenatal Care: The health of the SLO community begins with the health of
expectant mothers. Timely and adequate prenatal care can prevent poor birth outcomes, especially by
identifying women who are at high risk, and providing counseling to mitigate risks such as use of alcohol,
tobacco, and other drugs. Investing in prenatal care is cost-effective: every $1 spent on prenatal care
saves $3.33-$7 on hospital bills, birth complications, and low birth weight babies. 82
78
kidsdata.org, Students Who Are at a Healthy Weight or Underweight by Grade and Ethnicity, 2014.
California Health Interview Survey (CHIS), UCLA Center for Health Policy Research, Percent of Youth Consuming Two or More
Sugary Drinks within the past Day.
80
Applied Survey Research, ACTION for Healthy Communities, Vital Signs – Understanding San Luis Obispo County, Basic Needs,
2013.
81
San Luis Obispo County Health Agency, Public Health Bulletin, Winter, 2015.
82
Lu MC et Al., Elimination of public funding of prenatal care for undocumented immigrants in California: a cost/benefit
analysis, American Journal of Obstetrics and Gynecology, 2000, 182 (1, pt.1): 233-239.
79
49
According to Children Now’s California County Scorecard 2014-2015, 82% of pregnant women receive
prenatal care in their first trimester, the same as it was in 2012. California’s rate was 83.8 in 2012.
Approximately 79% of newborns are breast-fed exclusively while in the hospital, up from 74% in 2012. 83 84
Teen Births: A comprehensive community needs assessment conducted in 2014 revealed that 95% of 400
adults and teens considered both teen pregnancy and sexually transmitted infections to be a problem for
the community.
Trend: San Luis Obispo County’s teen birth rates mirror state and national trends, with the county
experiencing a significant drop of 56.7% from 1998 to 2011. In 2014, the teen birth rate was 12.8, down
from 14.6 in 2012, compared to California at 25.7. 85 Twenty-seven percent of 2014 births were to teens
15-17 and 73% were to 18-19-year-olds. Despite teen births decreasing in all regions, the North County’s
share has consistently been the highest (57% in 2014), with Paso Robles as the county‘s hotspot.
San Luis Obispo County Births to Teens 12-19 year olds – 2008-2014
Total
86
2008
2009
2010
2011
2012
2013
2014
215
170
203
147
154
142
133
% 2014
Regional Differences in Teen Births – 2014
San Luis
Obispo
8%
Coast
6%
South
County
29%
North
County
57%
Although Hispanics comprised only 21.7% of SLO County’s population in 2013, births to Latina teens
comprised 56% (down from a high of 69% in 2011). 87 Since 2001, the county has experienced a 38%
increase in Latina teen births, while California experienced a 30.34% decrease from 2008-2011, and the
nation experienced a 10% decrease from 2012-2013 and a 60% decrease since 1991. 88 89
83
Children Now, 2014-2015 California County Scorecard, San Luis Obispo County.
kidsdata.org, Infants Whose Mothers Received Prenatal Care in the First Trimester, 2012.
85
kidsdata.org, Teen Births, 2012.
86
San Luis Obispo County Public Health Department Vital Statistics and State Department of Health Services, 2012.
87
San Luis Obispo County Public Health Department Epidemiologist, 2013.
88
The National Campaign to Prevent Teen and Unplanned Pregnancy, National and State Data, 2013.
89
California Department of Public Health, California Teen Birth Rates 1991-2011, 7/13.
84
50
In 2014, 85 expectant and parenting teens were served, down from 151 in 2012 due to state funding cuts
in the State Adolescent Family Life Program (AFLP). In 2013, the national repeat birthrate was 17%; it was
3.5% in SLO County. 90
Teen pregnancy and STIs are expensive and deeply challenging for individuals, families and communities.
Public costs of teen births include prenatal care, labor and delivery, postpartum care, and one year of
medical care for infants. Social costs of teen births include the greater likelihood of welfare dependency,
unemployment or underemployment, incarceration, low birth weight infants, and child abuse/neglect.
The CDC estimates that young people represented 50% of the nearly 20 million cases of STIs in 2013; this
costs the American health care system $8 billion for those ages 15-24 alone. 91 Programs that help teens
make wise choices regarding their sexual health have great economic and social value. For every dollar
spent on publicly-funded family planning clinics that provide prevention, taxpayers save $3.74. 92
93
Cost of Teen Births to Taxpayers
San Luis Obispo County – 2010
$4.3 million
California – 2010
$956 million
United States – each year
$9.4 billion
Based on community assessment findings, local data, and best practices, the roadmap forward to ensure
continued progress should include a combination of the following:
1. Comprehensive sexual health education in every school district countywide that includes:
• accurate, current information on contraception/condoms and health care resources
• the components of a healthy relationship
• age-appropriate content for multiple stages/grades
• culturally-appropriate content
• content that is inclusive and sensitive to LGBT youth
2. Parent education on parent-teen communication about sexual health issues available countywide
3. Youth engagement, development and leadership opportunities available in schools and community
programs countywide, and especially for the most vulnerable, low-income and minority youth
4. No-cost teen-friendly reproductive health services available countywide
5. Support for youth in relationships, including education, counseling and support groups
Childhood Immunizations: According to DHHS, vaccines can prevent debilitating as well as fatal effects of
infectious diseases. Organisms that cause polio, measles, and rubella have not disappeared; rather, they
have receded and will re-emerge if the vaccination coverage drops. Vaccines protect more than the
vaccinated individual; they protect society as well.
Of the 2,928 kindergartners attending public or private schools throughout the county, only 5.3% of
parents filed a personal belief exemption for the 14-15 school year, according to California Department of
Public Health data. In the 13-14 school year, 8.26% of students had personal belief exemptions on file, the
highest the county has seen in more than a decade. The drop in immunization exemptions coincides with
90
The National Campaign to Prevent Teen and Unplanned Pregnancy, National and State Data, 2013.
Centers for Disease Control and Prevention, CDC Fact Sheet, Incidence, Prevalence, and Cost of Sexually Transmitted Infections
in the United States, February 2013.
92
Frost, J.J, Henshaw, S.K, & Sonfield, A. (2010). Contraceptive needs and services: National and state data, 2000 update. New
York, NY: Guttmacher Institute.
93
Jerman, P. Constantine, N., Nevarez, C., Public Health Institute, No Time for Complacency, Teen Births in California 2012 Spring
Update.
91
51
a new state law that took effect in January. The new law requires parents filing a personal belief
exemption to have a doctor or other authorized medical providers sign a form stating the parent has been
informed of the benefits and risks of immunization and the health risks of specific communicable diseases
so that parents are appropriately informed with substantiated facts before they make the decision to
forgo vaccination of their children. Another reason for increased immunization rates may be the recent
outbreaks of whooping cough, meningitis and measles that makes the public more aware that their
children are susceptible to infectious diseases. 94
According to the local CenCal representative, the following are gaps in health services.
• “Annual well exams are not timely in access.”
• “Access to a physician of their own choice; not having a consistent physician, especially for children.”
• “There are specialty care problems, especially in the areas of neurology, endocrinology,
gastrointestinal, and dermatology. Dignity and Tenet are bringing on specialty clinics so hopefully
there will be an improvement in the coming year.”
• “A lot of providers won’t take Medi-Cal.”
• “Patients are still having difficulty navigating the [ACA] system. There is lots of wait time and
complicated paperwork leads to people giving up and going to the ER instead.”
• “Hospitals are feeling the weight of ER use. They are developing a navigation assistance program that
will help patients link to their primary care physician after leaving the hospital.”
• “Not understanding/utilizing the primary care physician – it’s still a lot easier just to go to the ER. Colocating medical, dental and behavioral health at some clinics should see an improvement in this
area.”
• “Post-discharge no-shows at primary care clinics are big – at one local hospital, 705 patients
discharged were no-shows for their post-discharge visit, even after being given transportation
vouchers or funds for medically necessary transportation.”
• “Customer service at CHC is the real issue – things are better than they were two years ago but there
could still be improvement.” 95
Interviews with Head Start parents indicate more satisfaction with CHC services than in 2013. However,
not all their clinics have pediatrics, and transportation to clinics outside of the communities they reside in
makes access more difficult. Also, “Sometimes it takes forever – over an hour – to see the physician.”
“They don’t document allergies in your chart despite telling them repeatedly.” “There is no follow-up if a
problem is detected.” “There are different rules for different people; with some patients, being late is
okay but with others it isn’t.” “They only tell you after you arrive if a doctor is sick or must leave early.”
“Staff are rude, stuck up, and unprofessional, especially if you are on Medi-Cal.” “At CHC, you have to wait
longer to get an appointment because of their increased caseload.”
Health Insurance
Uninsured: According to 2009-2013 American Community Survey 5-year estimates for San Luis Obispo
County, 36,385 (13.8%) individuals were uninsured; 8.2% were children. However, in 2013 kidsdata.org
reported that 5.3% of children 0-17 had no health insurance coverage. The discrepancy may be that the
survey has not yet captured those now covered by the ACA, a.k.a Covered California.
94
95
The Tribune, Kindergarten Immunization Rates Rise in San Luis Obispo County as New Law Kicks in, December 13, 2014
Interview with Teresa Scott, CenCal, 3/16/15
52
San Luis Obispo County Uninsured 96
Age
Under 18 years of age
18 to 64 years of age
65 years and older
Ethnicity
White
Hispanic or Latino
Employment Status
Employed
Unemployed (in labor force)
Not in Labor Force
Income
Under 138% of the FPL
138 to 199% of the FPL
200% and + of the FPL
Estimate Number (%) of Uninsured
4,166 (8.2%)
31,832 (18.6%)
387 (0.9 %)
27,916 (12.4%)
14,308 (25.9%)
21,162 (17.3%)
3,778 (34.5%)
7,279 (9.1%)
12,665 (24.1%)
8018 (28.4%)
15,196 (8.7%
Insured: Of the total civilian non-institutionalized population in SLO County 227,676 (86.2%), individuals
have health insurance coverage. 97 This is confirmed by ACTION for Healthy Communities Vital Signs survey
respondents: 82.1% of had health insurance. Children Now’s California County Scorecard 2014-2015
reported that 93% of children had health insurance for the entire year, up from 89% in 2012.
The following table provides the breakdown of health coverage sources from 2009-2013 for individuals in
SLO County who were insured: 98
Health Coverage by Type
Health Coverage Source
% of Population
Private health insurance
10.8
Employment-Based
7.2%
Direct-purchase insurance
8.2%
TRICARE/military coverage
9.4%
Public health coverage
10.3%
Medi-Cal coverage
9.1%
Medicare
5%
VA Health Care
9.3%
Covered California is the state’s health care exchange or marketplace where uninsured people and small
businesses can buy insurance online. Depending on income, federal subsidies are available only through
the exchange to help with premium costs. Federal subsidies are for individuals and families with incomes
100%-400% of the federal poverty level ($16,105-$46,680 for an individual and $32,913-$95,400 for a
family of four. The amount of the subsidy depends on income and family size.
Medi-Cal expansion is covered by the federal government to cover uninsured people with incomes below
the 133% federal poverty level – $16,105 for an individual and $31,322 for a family of four. Residents can
apply for Medi-Cal through Covered California. SLO County Medi-Cal cases increased 49.2% from
September 2013 to September 2014 (12,250 to 24,868) because people between ages 18-64 became
96
U.S. Census, American Community Surveys, 2009-2013 5-Year Estimates, Health Insurance Coverage Status.
U.S. Census, 2009-2013 American Community Survey, 5-Year Estimates, Health Insurance Coverage Status.
98
California Health Interview Survey, 2009, http://www.askchis.com.
97
53
eligible for Medi-Cal and others, who didn’t know whether they were eligible or not, decided to apply and
find out.
According to the local CenCal representative, CHC is the primary care provider for approximately 88% of
all low-income providers. Each site can have up to 2,000 members per physician, so a clinic of five
physicians could have as many as 10,000 patients.
Only Anthem Blue Cross and Blue Shield of California sell plans in SLO County; there is an ongoing concern
in the County that many doctors, particularly specialists, won’t take this insurance. All insurance plans
must cover 10 essential health benefits, including emergency care, hospitalization, prescriptions, mental
health, maternity and newborn care, and pediatrics. Four levels of insurance are offered; the lowest level,
bronze, has the cheapest monthly premiums but requires higher co-pays and covers about 60% of medical
costs. The more expensive premiums cover 80-90% of costs.
Approximately 12,256 county residents bought individual and family policies through Covered California
as of November 2014. Ninety percent who signed up for coverage in 2014 received a federal subsidy to
help them cover the cost of their premiums. Local, private insurance agencies have seen “across-theboard increases of 8%” in the county. 99
100
San Luis Obispo County County Medi-Cal Caseload Statistics
Intake Cases
Continuing Cases
March 2013
974
11,581
March 2014
2534
15,568
March 2015
1701
24,706
The 51% increase in Medi-Cal from 2013 and 2014 could be due to proactive ACA enrollment by DSS and
other county agencies. According to2014 CenCal member data, 53% of Medi-Cal cases are white and 28%
are Hispanic; 21% are ages 0-5; 20% are ages 6-11; 21% are ages 12-21; 16% are ages 22-24; 13% are ages
45-64; and 9% are ages 65 and over; 32% of cases are in South County; 24% are in Mid County (City of SLO
and coast); and 43% are in North County. 101
The following table reflects the number of Medicare participants in SLO County: 102
SLO County Medicare Enrollment, 2011
Persons Over 65 Receiving
Medicare
Disabled Persons Receiving
Medicare
Total Persons Receiving
Medicare
39,443
6,162
45,605
Accessing Health Services: According to the ACTION for Healthy Communities, 83.2% of survey
respondents had a source of primary health care. Children Now’s California County Scorecard 2014-2015
reports that 93% of children have a usual source of health-care, up from 91% in 2012.
99
The Tribune, Covered California Officials Promote Open Enrollment in SLO, November 17, 2014.
San Luis Obispo County, Medi-Cal Caseload Statistics, 2011-2012, 2012-2013, and 2014-2015,
www.slocounty.ca.gov/dss/medi-cal
101
CenCal Health, Member Demographic Data, All Programs, 2014.
102
U.S. Department of Health and Human Services, Centers for Medicare and Medicaid Services, Medicare County Enrollment
Report, 2011.
100
54
Medical and Dental Professionals: California County Rankings and Roadmaps reported that in 2014 there
was one primary care physician to every 1,271 persons in the County, a ratio higher than top U.S.
performers (1,051:1). California County Rankings and Roadmaps reported that in 2014 there was one
dentist to every 1,341 persons in the County, a ratio slightly higher than top U.S. performers (1,392:1).
However, stakeholders report that while Medi-Cal expansion has increased 51%, the number of physicians
and dentists accepting Covered California is decreasing due to low reimbursement rates due to the
County’s rural status.
HEALTH and ACCESS TO HEALTH CARE: RESOURCES
“A priority for Ron Castle [CEO] and Dr. Khan [medical director] is improving the quality of care. CHC is
going down the roads of quality and quantity at the same time. Access is still a huge concern – ‘trying to
get everyone in fast enough.’”
Medical Care: Medical services for low income: According to CHC leadership, “CHC has numerous clinics
countywide take care of adults and children. The barometer is the third next available appointment and
limited same-day appointments. CHC has expanded its hours in its supercenters: Arroyo Grande -Station
Way, San Luis Obispo, Paso Robles and Nipomo. These locations are open until 7:00 PM and on Saturdays.
CHC is evaluating the need to stay open till 9:00 PM and on Sundays but probably not until the end of the
year. Arroyo Grande Urgent Care Clinic is open seven days a week. Patients are encouraged to call the
sites to verify available services.”
CHC leadership reports, “Overall patient encounters increased by 10% since the expansion of ACA MediCal eligibility. Expanded Medi-Cal clinics now conduct a health exam at the first appointment and rank
needs according to priority; the provider makes a list of what needs to be done, including referrals. Call
centers (fully up and running as of 9/14) are scheduling initial health exams for newly assigned persons
from the CenCal list. In SLO County, most CenCal adults are assigned to CHC. Previously, the majority of
these patients did not have continuity of care, so now CHC is hooking them up for treatment, but it is
challenging.”
CHC started a pilot chronic care clinic in Atascadero one afternoon per week and anticipates opening
more at the supersites. They also offer specialty clinics in Nipomo once a month for gastroenterology,
nephrology and cardiology. Additionally, they provide ophthalmology and rheumatology care. They also
have arrangements for orthopedic and infectious diseases, including HIV and Hepatitis C. Pain
management is on-site at several clinics. Substance abuse treatment services are on their radar.
CHC’s Migrant Farm Worker Grant covers primary care and behavioral health, but their mandate to care
for patients regardless of ability to pay means that they will see everyone whether or not the grant covers
their care. Now, with the drought and changes in agriculture, not as much land as being farmed, so some
areas are reporting fewer migrants, but a decrease has not been noted here at CHC.
Mental Health: SLO County Behavioral Health Services is responsible for treating adults and children with
serious mental illness, such as schizophrenia, bipolar disorder, personality disorder, debilitating anxiety,
and severe depression. Services include: outpatient mental health assessment and counseling; case
management; individual, group and family therapy; medication; crisis intervention; residential services;
inpatient; mobile crisis; homeless support; and other specialized programs.
55
In accordance with the Medi-Cal guidelines, one of the conditions necessary for receiving mental health
services through the county is "medical necessity," which means that a doctor or other mental health
professional must determine, based upon a set criteria if there is a medical need for services, and if the
individual can be helped by the services if they receive them. However, due to increasingly limited
funding, Behavioral Health Services is not able to meet all the needs.
Children with serious emotional disturbances who are not progressing developmentally are served by the
Youth Services component, whose primary goal is to reduce the psychiatric symptoms and behaviors so
that a child can remain safe at home, in school, and out of trouble. The treatment team provides
outpatient therapy, school-linked outpatient intensive treatment services, and case management services
to seriously emotionally disturbed youth ranging in age from preschoolers to age 18. Services are
provided in SLO, Atascadero, and Arroyo Grande.
Transitional Age Youth Services provide intensive, integrated mental health services with access to care
24/7. Serving 20 transitional aged youth, 16-21, the program focuses on mental health, housing,
employment services, substance abuse treatment, and independent living skills. The target population is
youth who have a history of involuntary 5150 (being a “danger to self or others”) commitments; mental
health hospitalizations/ER visits; law-enforcement or juvenile justice involvement; dual diagnoses; foster
youth with multiple placements, or aging out/have aged out of services; and/or been recently diagnosed
with a mental health issue.
Prevention and Early Intervention (PEI) programs offer prevention and intervention for children in the
areas of suicide prevention, teen anxiety, texting while driving, and more. CAPSLO's CCRC program has a
PEI grant to enhance the social-emotional competencies of young children in childcare and kindergarten
utilizing the curriculum, I Can Problem Solve. The county also provides innovation grants between fiscal
year 2010-2015 that promote positive mental health and reduce the negative impacts of mental illness. 103
County Behavioral Health works closely with other service providers to better coordinate care and
treatment, including Transitions-Mental Health Association, CHC, hospital emergency rooms, the criminal
justice system and law enforcement, homeless services, schools, housing providers, and vocational
services.
Transitions-Mental Health Association (TMHA) is a nonprofit organization committed to eliminating the
stigma of mental illness and promoting recovery and wellness for people with mental illness through
work, housing, community, and family support services. TMHA operates housing, family, community, and
work programs for children and adults throughout SLO and Santa Barbara counties, with the goal of
reducing the stigma associated with mental illness.
• TMHA works in collaboration with County Behavioral Health to provide case management,
outreach, community housing and mental health rehabilitation, and referrals to individuals
coping with mental illness, including the Family Services Program (serving all members of the
family); the Full Services Partnership (outreach and case management to hard-to-reach
community members); the Youth Treatment Program (YTP), a 9-bed state licensed group
home serving youth, ages 11-17, with 24/7 supervision and therapeutic care; the Supported
Employment Program, which provides ongoing job support services for individuals with
mental illnesses; and the SLO Hotline, the county's 24-hour suicide prevention, mental health,
and emotional support hotline.
103
San Luis Obispo County Health Agency, Behavioral Health Division, Innovation Plan.
56
•
•
•
TMHA also implements outreach and education programs, including "In Our Own Voice","
“Peer to Peer", and “SLOtheSTIGMA,” a campaign to reduce the stigma of mental illness, as
well as peer support groups, dual recovery groups, advocacy, etc.
TMHA is the lead for the 50Now contract to serve the 50 most vulnerable homeless
individuals in the county. They are working with the Housing Authority, ECHO, 5 Cities
Homeless Coalition, CAPSLO, County Mental Health, and CHC to identify, screen, provide
housing and case management, and other essential services.
THMA has plans to renovate a dilapidated county-owned building to provide housing for the
mentally ill.
Community Health Centers sees the mild to moderate cases through the Holman Group, who is
contracted with CenCal to provide mental health services, while County Behavioral Health treats severe
mental health diagnoses. CHC submitted a grant to offer primary care services to County Behavioral
Health’s patients. They are also working on a partnership with the Community Counseling Center. CHC has
LCSWs and are constantly looking for psychiatrists, but this is challenging due to the high cost of living in
SLO County and competition with CMC and Atascadero State Hospital regarding salaries and benefits.
Because medical management has been an issue, CHC hired several psychiatric nurse practitioners. They
work in tandem with the primary care physician and psychiatrist and float at the supercenters and CHC
Grover Beach Homeless Center. One alternative CHC is examining to meet this challenge is telemedicine.
The Community Counseling Center provides short-term, low-cost professional counseling for individuals,
couples and families who would not otherwise be able to afford it. Most clients have no insurance and a
low to moderate income. Sliding scale fees are based on client's ability to pay; there is a small fee for the
initial intake session. No one is denied service because of their inability to pay.
SAFE (Services Affirming Family Empowerment) is a community-based, school-linked program designed to
bring services to children and families throughout San Luis Obispo County. SAFE’s goal is to focus on
family strengths and work with families to keep children safe, healthy, at home, in school, and out of
trouble. SAFE provides prevention and intervention assistance for families at no cost. Staff from a number
of agencies, including County Behavioral Health, schools, CAPSLO, and The Link work in partnership with
other organizations to ensure that families receive all the services they may need. Five Cities Head Start
parents rave about SAFE: “It’s an amazing program, they are always there for you. Local schools should
give parents information about SAFE!”
A 96 bed mental health hospital to treat adults, children and seniors is proposed in the community of
Templeton. The hospital would treat a variety of mental conditions, such as depression, anxiety disorder,
suicidal thoughts, schizophrenia, social phobias, posttraumatic stress disorder in veterans, attention
deficit hyperactivity disorder in children, and eating disorders. A typical stay would average from 7-10
days and a person would be able to sign themselves out similar to a hospital. 104
A mental health facility at the California Men’s Colony opened in 2013 to fulfill a federal mandate calling
for improved care of the incarcerated mentally ill. A licensed 50-bed correctional treatment center
provides temporary care for inmates suffering a mental health crisis. 105
104
105
The Tribune, At-Will Mental Health Hospital Proposed, November 15, 2014.
The Tribune, $23 Million Facility at Present Designed to Temporarily Age Mentally Ill Inmates, July 26, 2013.
57
Dental Health: Tolosa Children's Dental Center provides a dental home and comprehensive dental care
for underserved children in SLO County. They have clinics in Paso Robles on weekdays and in San Luis
Obispo on Thursdays Services include preventive and restorative treatment, oral health education,
emergency care, and hospital-based services. Head Start parents are pleased with Tolosa’s care: “The
dentists and staff are great in dealing with children.”
CHC has walk-in adult and pediatric dental clinics in Templeton and Nipomo two mornings a week and
some Saturdays. A mobile dental van is parked once a week at Bishop Street in San Luis Obispo. With a
grant from the Five Cities Homeless Coalition, CHC has a full denture program for low-income persons
who cannot afford paying for dentures. The state is responsible for providing dental coverage for children.
In this regard, CenCal provides fluoride and other specialized treatments. Access should not be an issue if
the patient can get in to see their primary care physician for a referral.
The SLO County Public Health Department’s Oral Health Program provides direct dental services aimed at
reducing cavities and finding a permanent dental home for county children, and works with the Children’s
Oral Health Coalition to ensure that SLO County is an orally healthy community. They provide dental
disease prevention programs, information on fluoride for the prevention of cavities, and information on
oral health for adults.
Substance Abuse: County Drug and Alcohol Services (DAS) offers a variety of services and programs to
individuals with drug and alcohol problems, including public walk-in clinics, prevention programs, youth
and adult programs, and court-mandated programs. Clinics are available in the North and South County
and SLO. Walk-in consultation includes screening for intensity of the services needed, level of placement
for care, and a treatment plan of services for each individual. Clinics also offer coordination and referral to
other services, such as detoxification, HIV and Hepatitis C testing and counseling, sober living
environments, or residential treatment.
Some of the programs DAS provides include:
• Drinking/Driving (two month-18 month-long programs depending on the age of the individual,
the blood-alcohol level, and the number of previous DUI offenses)
• Perinatal Outpatient Extended Group
• Proposition 36 (substance abuse and crime prevention)
• Drug Dependency Court
• Deferred Entry to Judgment
• Services for children, ages 0-5 who are affected by methamphetamines. These children
participate through the Dependency Drug Court and receive play therapy and attachment
therapy. In addition, the family participates in a healthy living curriculum.
• Co-occurring disorders (individuals who are treated for both drug and/or alcohol addiction
along with a mental health disorder)
• Behavioral Health Treatment Court (mental illness and crime).
• AB 109 (prison realignment individual and group substance abuse counseling provided in jail
and in the community upon release
• Drug testing
DAS also provides prevention and early intervention services and administers the Friday Night Live (FNL)
prevention and leadership programs in the schools. SLO County has FNL chapters at each middle and high
school across the county where young people come together and make positive changes in their schools
and communities. Operating under a youth development framework, the programs provide support and
58
opportunities for young people to develop meaningful skills. This is done while addressing pertinent youth
issues, such as underage drinking (24-Hour Relay, Every 15 Minutes) other drug use, school climate (No
Place for Hate campaigns), violence, bullying, and mental wellness.
Bryan’s House in Paso Robles is a new detox facility for recovering pregnant and parenting women; they
are referred by the County’s Drug Dependency Court. 106 There is another recovery home in Grover Beach
that helps some of the county’s top repeat offenders. 107
A needle exchange program run by the County Public Health Department since 2006 accepts
contaminated needles and sells back clean needles in a safe, no questions asked environment to protect
users – many of them drug addicts – from contracting or spreading HIV and hepatitis C. More syringes are
being collected and distributed, indicating that fewer dirty syringes on the street. 108
CAPSLO Health Services: The Health Navigator Program is one example of how CAPSLO partners with a
variety of health programs and professionals to coordinate service delivery. CAPSLO also delivers health
services to meet the needs of low-income children, teens, adults, and seniors, exemplified by the
following:
• Homeless Services collaborates with CHC to provide a mobile health van at the Prado Day Center
twice a week; services include TB testing, basic health screenings, HIV/Hepatitis C education. Each
month, a CHC dental van comes to the Prado Day Center and provides preventative care,
extractions, and some tooth repair.
• Early Head Start and Head Start programs link parents, including pregnant women, and children
to appropriate medical, dental, and mental health providers in the area.
• The Center for Health and Prevention Division's reproductive health clinics in SLO and Arroyo
Grande serve low-income women, men, and teens. Teen-friendly, peer-provided teen clinics help
prevent teen pregnancy and sexually transmitted diseases by fostering responsible behaviors and
choices.
• Health educators provide comprehensive, medically-accurate, evidence-based sex education
programs in county schools.
• Project Teen Health is a childhood obesity prevention program at Arroyo Grande and Santa Maria
high schools that instills wellness among youth by encouraging healthy eating and exercise
habits. Funded by CHC, Project Teen Health provides students with an after-school boot camp
fitness program, nutrition support, interactive workshops, and a health fair.
• Adult Wellness and Prevention Screening is a mobile health screening program that brings
monthly prevention and maintenance services to clinic sites countywide where adults and seniors
already gather. Services included various health screening tests, counseling, education, and
referral services. Healthy Eating for Successful Living in Older Adults™ is an evidence-based
nutrition education workshop series that is provided to seniors at various senior community
centers in the county.
• Liberty Tattoo Removal Program provides laser removal of anti-social and/or gang-related tattoos
that create barriers to economic, social, and health opportunities. Clients must volunteer 16 hours
of community service at a nonprofit of their choice prior to each clinic visit. Sierra Vista Regional
Medical Center provides their space and supplies for the clinics and medical physicians and nurses
volunteer their time to perform the treatments.
106
Tribune, Housing Help for Mothers Coming to Paso, August 15, 2013.
The Tribune, Sober, Safe and Secure, April 15, 2014.
108
The Tribune, Needle Exchange Is Making Its Point, July 17, 2014.
107
59
•
Teen Academic Parenting Program links pregnant teens to prenatal care and parenting teens to
well-baby care and family planning services to prevent subsequent pregnancies.
FOOD STABILITY and NUTRITION: CONDITIONS
"As we drive through our county, we see fields of luscious vegetables, farmers markets teeming with
people, grocery stores full of every conceivable item, and restaurants at every corner. Our local farmers
produce enough to provide every county resident with 7.5 pounds of fruit and vegetables a day. Yet, we
face a paradox of plenty." 109
We can’t always afford fresh food. If Farmer’s Markets accepted EBT cards, that would help.
One quarter of survey respondants indicated that “Access to Food” was an issue for their families.
Transportation to buy food, not enough income to purchase food, and running out of food assistance
before the end of the month were cited as the top barriers for respondants.
Economics: A strong correlation exists between those living in poverty and those facing food insecurity –
i.e. not having enough food or enough income to ensure a balanced diet. According to the American
Community Survey estimates, 14.3% of county residents lived in poverty and 14.3% % of children under
age 18 lived in poverty. 110 The combination of high housing costs and low-wage jobs leave families with
fewer financial resources for other important necessities, such as food, clothing, transportation, and
health care. As a result, over 23% of SLO County residents were not able to afford enough food in 2012
(42% in California), down from 30% in 2003 (34% in California). 111
With an economy driven by agriculture and tourism, many of the jobs in the county pay low wages.
Ironically, residents of rural communities, where agricultural production can be bountiful, are often at
higher risk of hunger. 112
CalFresh (a.k.a. SNAP – Supplemental Nutrition Assistance Program is still underutilized, evidenced by the
fact that SLO County placed 51st out of 58 in CalFresh utilization (58 = lowest utilization) in 2012. 113
During this year, 39,899 individuals were eligible to receive CalFresh based on their income, but only
16,966 did so. Additional economic activity with full CalFresh participation would represent $48,200,000
for the county.
CalFresh utilization has increased slightly locally due to ACA enrollment by the SLO County Department of
Social Services (DSS), who is now required to screen for Medi-Cal, CalWORKs and CalFresh simultaneously.
(Before, eligibility workers were only screening for one or two of these.) During March 2015, DSS aided
18,279 persons and 9,906 families with CalFresh equaling $2,593,312 in benefits. The program currently
issues approximately $30 million annually in CalFresh benefits. 114
109
Paradox of Plenty: A Community Roadmap for Overcoming Hunger in San Luis Obispo County, Food Bank Coalition of San Luis
Obispo County, San Luis Obispo County Food Systems Coalition, September 2012.
110
U.S. Census, 2009-2013 American Community Survey 5-Year Estimates, Poverty Status in Past 12 Months.
111
California Health Interview Survey, 2003 and 2011-12.
112
Cadigan, J., Hungry no more: A Food System Study and Hunger Free Community Plan for San Luis Obispo County, June 2012.
113
California Food Policy Advocates, 2012 San Luis Obispo County Nutrition and Food Insecurity Profile.
114
Suzanne Garcia, CalFresh, GA and Child Care Program Manager, Department of Social Services, 4/16/15.
60
However, according to outreach workers from other agencies, “DSS still utilizes practices that present
barriers, such as mailing forms instead of emailing them, which slows things down and is frustrating when
families move frequently. They do not provide same-day EBT clinics as other more innovative, proactive
counties do. They won’t make an effort to do anything that is non-mandated – they are too busy doing
ACA.” “DSS leadership resists any new systems and rebuffs efforts to speed the application process along.
This won’t be fixed until new leadership arrives.”
According to the Food Bank, approximately 45,000 people in 2014 struggled with hunger, a slight increase
from 2013 (44,000). They report that 1 in 6 is food insecure, often not knowing where their next meal will
come from. Forty percent are youth, 18 or younger, and 15% are seniors, often on a fixed income. 115
Many are working parents who are faced with choosing to pay for utility bills or buy groceries for their
family. “We are seeing more people and new faces even though the recession is over – the economy is
not showing the trickle-down effect. Also, communication between food supply agencies needs to be
improved – some agencies don’t know that other agencies are distributing food. Communication could
improve distribution.”
Vulnerable Populations: Children, ages 0-19, are disproportionately affected by food scarcity: they
constitute 23.4% of the county's population, but remain 40% of Food Bank clients. Of course, sufficient
food and adequate nutrition are essential for optimal child growth and development. Nationally, 1 in 5 (16
million) U.S. children received SNAP assistance in 2014, the highest number since the nation’s economy
tumbled in 2008; in 2007, 9 million children received assistance. However, participation and spending
appear to be decreasing, as spending is currently down 8% from last year’s $76 billion. Participation is
expected to decrease over the next 10 years, though higher food costs could keep spending up. 116
Seniors are a growing population, now over 12% of Food Bank clients, due to the increasing number of
baby boomers. This is an emerging trend. Food Bank staff state, “There are pockets of seniors that don’t
have transportation, especially in the rural areas. We are trying to reach them through existing services to
seniors.”
Hispanics are also disproportionately affected. Almost 17% of local Spanish speaking parents experienced
food insecurity for their family, up from 8.3% in 2010. 117 “Migrant workers in the rural areas are especially
vulnerable.” Thirty-one percent of homeless persons were food insecure in 2013 compared to 25% in
2010. 118
Nutrition: Hunger not only addresses the quantity of accessible food, but also the nutritional quality of
food most available to low-income populations. Residents with limited financial resources often have
higher intake of unhealthy food: high caloric food is often cheaper and can stretch further than nutritious
food. Thus, it is not uncommon for those who face hunger to also be overweight or obese. Diet can also
influence the risk of health conditions and diseases, such as diabetes, heart disease, stroke, colon and
breast cancer, osteoporosis, hypertension, and depression. 119 In SLO County, 4.7% of adults were ever
diagnosed with diabetes in 2009 compared to 8.3% of adults statewide. 120 Of these diagnoses, more than
115
2015 Food Bank Fact Sheet
The Tribune, "Census: 1 in 5 US Children Receives Food Stamps," January 29, 2015.
117
ACTION for Healthy Communities, Face-To-Face Surveys, 2010 and 2013.
118
ibid.
119
ibid.
120
California Health Interview Survey (CHIS) for, UCLA Center for Health Policy Research, Adults Ever Diagnosed with Diabetes
2009.
116
61
88% are Type II (higher than 83% for California), which is often associated with a lack of physical activity
or overweight.
According to a field poll conducted for the California Endowment, nearly 60% of California voters believe
that unhealthy eating and a lack of physical activity are the top two health risks for children in the state,
and 73% of voters said it was important for communities to hire health workers to promote healthy
lifestyles and help prevent and manage diabetes in children. 121
Access to Fresh Food: A significant part of a healthy diet is eating enough fruits and vegetables. A high
intake of fruits and vegetables is important for optimal child growth, weight management, and chronic
disease prevention. According to the National Cancer Institute, eating 5-9 servings of fruits and vegetables
a day as part of a healthy, active lifestyle reduces the risk of diet-related diseases. In 2013, 60% of local
youth ate 5 or more servings of fruits and vegetables every day. 122
Fresh, healthy food is a priority for the Food Bank Coalition, and staff see barriers to access, particularly in
the schools. “Although the quality of school food meets USDA guidelines, it is not nutritious. Large food
companies reformulate foods like Coco Puffs to meet the guidelines, but that doesn’t make them
nutritious. Kids get used to eating these foods and reject fresh foods.” Head Start parents confirm this:
“School food is horrible, but Head Start’s food program is awesome.” Some parents admit that they “can’t
always afford fresh food.” According to food Bank staff, “Although it may seem that messages about
healthy eating and fresh fruit are prevalent, it’s not getting down to the grassroots. However, SNAP Ed is
making a difference.” (See below.)
CAPSLO health educators state that teen participants lack education about healthy food. “Teens are dead
in the morning; they don’t eat breakfast, and lunch or snacks consist of chips or doughnuts. Their bodies
can’t be properly nourished to grow and learn.” Teens love the raspberries that staff bring to meetings,
but “their parents could never afford to buy them.”
FOOD STABILITY and NUTRITION: RESOURCES
CalFresh: A number of community resources refer to DSS’ CalFresh program, including CAPSLO's Head
Start/Early Head Start and Teen Academic Parenting Program; Community Health Centers; Public Health
Department; Catholic Charities; and the Food Bank Coalition. The Food Bank provides bilingual outreach,
education, and prescreening and application assistance for CalFresh to enable families to purchase
nutritious and healthy food at its food distribution sites countywide. Five of the 21 farmer’s markets
operating in the county that sell fresh produce to the public are now are equipped with EBT machines to
accept CalFresh benefits.
SNAP-Ed: (Supplemental Nutrition Assistance Program Nutrition Education) provides low-income
individuals and those eligible up to 185% of the federal poverty level with education and support to
consume healthy foods and beverages, reduce consumption of less healthy foods and beverages, and
increase physical activity. These behavioral outcomes are expected by the U.S. Department of Agriculture
(USDA) because they have the potential to reduce the prevalence of obesity and onset of related chronic
diseases in the SNAP Ed population. The program is funded by the USDA and administered by the
121
CaliforniaHealthline, "Poll: California Kids Unhealthy Eating, Inactivity Are Top Health Concerns," February 13, 2014.
Applied Survey Research, ACTION for Healthy Communities, Vital Signs – Understanding San Luis Obispo County, Basic Needs,
2013.
122
62
California Department of Public Health Nutrition Education Obesity Prevention Branch (locally the Public
Health Department). CAPSLO’s Project Teen Health and Child Care Resource Connection receive funding
to implement strategies that align with SNAP-Ed’s objectives.
WIC: (Supplemental Nutrition Program for Women, Infants and Children) participation has declined
slightly on a monthly basis from 4,903 in 2011-2012 to 4,550 in 2014-2015. WIC participation is comprised
of approximately 9% prenatal women; 15% postpartum women (11% breast-feeding and 4% formula
feeding); 21% infants, birth-11 months; and 55% children, 1-5. 123
Food Bank Coalition: The Food Bank Coalition of SLO County administers a variety of food resource
programs that are used to support local initiatives to address the nutritional needs of children, families,
and seniors. With a mission to see that no one in SLO County goes hungry, the Food Bank distributed 6.1
Million pounds of food in 2014 out of two warehouses in Paso Robles and Oceano; 50% is fresh produce
harvested by their GleanSLO program. For every dollar donated, the Food Bank provides $10 worth of
food, allowing provision of the highest level of nutrition. They are searching for a central location in the
City of SLO to reduce overhead costs and will provide mobile trucks to take food to North and South
County when this occurs to minimize barriers.
The Food Bank Coalition works with a network of over 200 community partners, including 120 agency
partners with charitable food programs and youth meal site partners that host their children’s programs.
There are 56 mobile distributions countywide, including underserved areas such as Creston, California
Valley, Carissa Plains, San Miguel, and Nipomo. Over 1,800 volunteers keep help keep the Food Bank’s
overhead at 6%. 124
A new Food Bank Coalition program is a Children’s Farmer’s Market, which provides 15 pounds of produce
monthly to each child at school sites and after-school programs where more than 50% of children qualify
for free/reduced meals. Nutrition related activities are provided. Brilliant Beginnings is a pilot project that
provides a healthy breakfast in the classroom to all students regardless of income to avoid stigma. It
occurs in the first 10 minutes of class along with a nutrition education-related activity. Schools may resist
continuing this program due to the economic challenge of providing all students with a healthy breakfast.
Other Food Bank Coalition programs include:
• GleanSLO unites farmers, health advocates, food providers, backyard gardeners, and community
volunteers to harvest and donate produce gleanings into the food system.
• BackPack Snack provides low-income children with free, nutritious snacks in after-school
programs to aid in their learning process.
• Senior Brown Bag provides groceries for seniors on fixed incomes.
• Emergency Food Assistance provides a bag of non-perishable items along with nutritious produce
to qualified individuals at countywide distribution sites.
• Harvest Bag delivers fresh, non-perishable food throughout the county.
• Healthy Food for Local Families: In partnership with county schools, this program provides
qualified families with food assistance, nutrition education, and other resources.
• Lovin Lunchbox: In collaboration with the Summer Feeding Service Program and agencies that
serve children, nutritious meals are provided during the summer months to children who received
free and reduced lunch during the school year.
123
124
Linda McClure, Director, San Luis Obispo County Public Health Department WIC Program.
2015 Food Bank Facts
63
Harvest Bag runs seven countywide programs, each of which holds regular distributions under the
umbrella of the Food Bank Coalition. A New Times article in 2012 reported that “On any given day,
somewhere in the county, hundreds of volunteers are likely to get through to the people who need it. It’s
a vast network comprising hundreds of moving parts, and in the end may go easily unnoticed to anyone
who isn’t a part of the system were dependent on it. Each program does things its own way, but typically
people start arriving before dawn; they collect their ticket; go back to their car to wait; lineup according to
their number; and then take whatever food is available.” 125
School Nutrition Programs: 46.3% (16,081) of enrolled county students, ages 5-17, were enrolled in the
Free and Reduced Price Meals program in 2013-2014. 126 Approximately 33% (5,096) of low income
students participated in the national school breakfast program each day and 57% (8,784) of low-income
children participated in the school lunch program. Additional economic activity generated from increased
breakfast participation would bring $1,177,000 to the county. 127 In the summer months when school is
out of session, many children are still in need of meal assistance. In 2012, only 9% (801) of low income
children participated in the summer meal program. 128
Farm to School Programs: School age children have increased opportunities to consume fruits and
vegetables through increasing farm to school programs, school gardens and salad bars in schools. Farm to
school programs connect schools and local farms by buying and serving fresh farm food in school
cafeterias, teaching children about regional agriculture and seasonality, and providing experiential
learning opportunities through school gardens, farm tours, classroom sessions, chefs in the classroom,
and culinary education. Of 11 school districts (80 schools), 82% of districts served local farm to school
food; 74% of schools had gardens; and 77% of schools had salad bars at least monthly (in some cases
using vegetables grown in the garden). 129
Project Teen Health in CAPSLO’s Health and Prevention Division is an adolescent obesity prevention
program at Arroyo Grande and Santa Maria high schools that encourages healthy eating and exercise
habits. Funded by CHC, the program provides students with an after-school boot camp fitness program,
nutrition support, interactive workshops, and health fairs.
Child and Adult Care Food Program (CACFP): CACFP is a meal reimbursement and nutrition education
program that helps providers serve nutritious and safely prepared meals and snacks to children and adults
in day care settings. Licensed child care facilities in SLO County reached approximately 2,519 children with
the program in 2014. 130
The Senior Nutrition Program and Meals on Wheels provide congregate and/or home-delivered meals to
seniors in need. Participation in the senior nutrition program is limited to those at least 60 years of age
and their spouses of any age.
Community Meal Programs: Refer to Homeless Resources.
125
New Times, "The Long Hard Line: Hundreds of Local Volunteers Work Year Round to Help Thousands of Hungry SLO Residents,
January 19, 2012.
126
California Department of Education, Dataquest, Free and Reduced Price Meals, 2013-2014.
127
California Food Policy Advocates, 2012 San Luis Obispo County Nutrition and Food Insecurity Profile.
128
Paradox of Plenty: A Community Roadmap for Overcoming Hunger in San Luis Obispo County, Food Bank Coalition of San Luis
Obispo County, San Luis Obispo County Food Systems Coalition, September 2012.
129
Goldberg, A. and Feenstra, G., Assessing the San Luis Obispo County Food System, UC Davis, Agriculture Sustainability
Institute, January 2014.
130
California Food Policy Advocates, 2012 San Luis Obispo County Nutrition and Food Insecurity Profile.
64
CRIME and DISCRIMINATION: CONDITIONS
“It feels like crime is increasing locally, but maybe there’s just more media coverage when something
serious does happen?”
“I wish that schools would teach racial sensitivity. Both teachers and students need to have better cultural
awareness about groups that are different from them.”
A significant percentage of survey respondants indicated that crime (22%), domestic violence (23%), gang
violence (25%), and/or discrimination (29%) were issues for their families.
Crime Rate: From 2010 to 2013, in SLO County there was a 16.8% decrease in violent crime; a .42%
decrease in property crimes, and a 43% decrease in larceny-theft of items over $400. During the same
period, California saw an 11.2% decrease in violent crimes, a 10.8% decrease in property crimes, and a
20% decrease in in larceny-theft of items over $400. 131
Total juvenile felony arrests decreased countywide by 39% and misdemeanors decreased by 25.73 %
between 2010 and 2013. However, arrests for violent behavior rose by almost 50% and assault violations
increased by 50% for the same time period. 132 Of the 454 juveniles who were referred to Probation in
SLO County in 2013-14, 42% were in North County and 26% in South County. 133
Traffic
2.0%
2013-14 Juvenille Referrals to
Probation by Crime Type
Probation
Violation
27.5%
Weapons
2.9%
Drugs /
Alcohol
18.9%
Against
Persons
22.6%
Against
Property
26.0%
131
California Department of Justice, Office of the Attorney General, CJSC Statistics: Crimes and Clearances, 2010-2013,
http://oag.ca.gov
132
California Department of Justice, Office of the Attorney General, CJSC Statistics: Arrests, 2002-2011, http://oag.ca.gov
133
San Luis Obispo County Juvenile Probation Annual Statistical Report, 2013-2014
65
Domestic Violence: Domestic violence calls have seen a downward trend going from 3.6 per 1,000 in 2010
to a rate of 3.1 per 1,000 in 2013. California has experienced a similar downward trend going from 6.6 per
1,000 to 5.9 per 1,000 for the same period. 134
Child Abuse: As of April 2014, for fiscal year 2013-2014, SLO County Child Welfare Services reported an
average of 3,975 child welfare referrals, which included 1,181 family maintenance cases and 2,310 family
reunifications. This was an increase of 64% over 2010. During the 2013, the child abuse rate was 12.2 per
1,000 for SLO County compared to 8.9 per 1,000 for California. During this period, 71% was attributed to
general child neglect, 14.9% to physical abuse, and 8.5% to sexual abuse. 135
Gang Involvement: Between 2001 and 2008, the number of county arrests that included gang
enhancements increased 383%. By 2013, 28 street gangs with 944 documented gang members were
identified by the San Luis Obispo Sheriff’s Department. 136
Since 2011, authorities report that there have been 30 gang-related shootings and stabbings in the
county, including 13 in 2013 alone. Gang-related assaults, home invasions and other violent crimes not
included in those numbers have also occurred in recent years, according to county statistics. Three
homicides since 2011 have been gang-related, according to the Sheriff’s Office, out of a total 16
homicides, according to DA’s Office records. In the first six months of 2014, there were two nonfatal
alleged gang-related stabbings and two shootings. 137
Officials say that Northern California gangs in Monterey County are increasingly clashing with San Luis
Obispo County’s traditionally Southern California groups as they jockey for control over illegal activities
and get into random skirmishes around the county line. 138
Nipomo and Oceano, in South SLO County, are home to the greatest number of gang members, with 300
and 250 known gang members respectively. Paso Robles, in North County, has 250 known gang members
and 69% of gang-related violent crimes were in Paso Robles. Neighboring counties to the north, south,
and east report rates of gang involvement as 1 in 82 residents (Monterey County); 1 in 125 residents
(Santa Barbara County); and 1 in 126 residents (Kern County). Bordering SLO County, Santa Maria in
northern Santa Barbara County, has a gang involvement rate of 1 in 34 residents. Because neighboring
counties are home to rival northern and southern Latino gangs, SLO County’s gang population is a mixture
of both, and the county is at risk for becoming a hot spot for both intra- and inter-county gang conflicts. 139
According to the 2013-2014 California Healthy Kids Survey, the following students reported: 140
Question
Do you consider yourself a member of a gang?
*Non-traditional students, such as those in Community and Court schools
th
7 graders
5%
th
9 graders
7%
th
11 graders
7%
NT*
14%
Hate Crimes: According to the Office of the Attorney General, the national Hate Crimes in California 2013
report shows that SLO County had nine hate crime events, 12 offenses, 12 suspects, and six victims. In
134
www.kidsdata.org/topic/12domesticviolence-rate
www.kidsdata.org/topic/4/childabuse-reports-type
136
The Tribune, “SLO County Gangs: a real problem, or just politics?” July 19, 2014.
137
ibid.
138
ibid.
139
Information provided by County of SLO Sheriff’s Department, Gang Task Force, Pedro Arroyo, 2011.
140
West Ed, California Healthy Kids Survey, San Luis Obispo County Secondary Main Report, 2013-2014
135
66
2012, there were a total of four convictions. In March 2011, an 11-foot cross, stolen from a local church,
was burned outside the bedroom window of a 19 year-old black woman in Arroyo Grande.
Homeless individuals are at risk of experiencing discrimination and violence. The 2013 Vulnerable to Hate:
A Journey of Hate Crimes and Violence Committed Against Homeless People (National Coalition for the
Homeless) reported 1,437 documented “hate motivated” attacks on homeless individuals between 1999
and 2013, with 375 of homeless individuals losing their lives. Attacks have been documented in 47 states,
with California being home to the greatest number of hate crimes against the homeless in the nation. 141
The 2010 report contained a case study about an online post threatening violence against homeless
residents in SLO. Between 2010 and 2011, SLO County had at least two incidents of violent assaults
against homeless individuals, who were targeted in part due to their homelessness. Providers report an
uptick in violence against the county’s homeless, but also that the SLO police and County District Attorney
are actively prosecuting perpetrators.
Bullying and Discrimination: Bullying is thought to be one of the most prevalent types of school violence
and it has risen to the forefront of our nation’s consciousness since 2000. The high profile suicides of
bullied teens of every race, gender, and sexual orientation have served as a wake-up call for educators
and youth-serving organizations. Unfortunately, there is not enough data to measure at the national,
state, or county level just how widespread bullying is.
In today’s highly connected world, bullies use social networks, texting, and other anonymous means to
harass victims during and outside of school hours. “Sexting,” or sending text messages of a sexual nature
between portable mobile devices, has become a major problem among middle- and high-school age
youth. A survey done by the National Campaign to Prevent Teen and Unplanned Pregnancy found that
20% of teens, ages 13-19, had sent a nude/semi-nude photo to someone else via text; 39% had sent a
sexually explicit written text message, and 40% had seen a “sext” (photo or message) of which they were
not the intended recipient. 142 When a private, sexual message or photo gets forwarded to an unintended
recipient, it can spread like wildfire, devastating the original sender of the message. Technology is
constantly evolving, offering more ways for people to connect with each other. Youth feel pressured to
keep up or be left out, and parents and other caring adults are at a loss as to how to keep youth safe
without completely cutting them off from technology.
According to the 2013-2014 California Healthy Kids Survey, the following students reported: 143
Question
Cyber bullying, past 12 months
Harassed due to being gay or lesbian or someone thought you
were, at least once
Any verbal or physical harassment**
th
th
th
7 graders
24%
8%
9 graders
31%
9%
11 graders
32%
8%
NT*
41%
10%
37%
38%
32%
28%
*Non-traditional students, such as those in Community and Court schools
**Harassment due to race, ethnicity, national origin, religion, gender, sexual orientation, physical or mental disability
The ACTION for Healthy Communities 2010 telephone survey of 1,000+ county residents found that 61.4%
of respondents felt that locally racism was a serious or very serious concern. In the same survey, 9.5% of
respondents reported experiencing discrimination in the past year. Race,
disability, and income were the three most frequent reasons for experiencing discrimination. 144
141
National Coalition for the Homeless, Hate Crimes against the Homeless: Violence Hidden in Plain View, January 2012.
Sex and Technology: What is Really Going On, National Campaign to Prevent Teen and Unplanned Pregnancy, 2011.
143
West Ed, California Healthy Kids Survey, San Luis Obispo County Secondary Main Report, 2013-2014.
142
67
Drugs: Drugs arriving in SLO County are on the rise. From May 2012-May 2013, five panga boats were
found off the SLO County coastline. Panga boats are used by drug smugglers coming up from Mexico to
smuggle marijuana into the country. These panga boats having increasingly moved up the California coast
to find areas to come ashore, to avoid detection by authorities. The latest panga boat was discovered on
May 29, 2013 loaded with 1,909 pounds of marijuana, for an estimated street value of $1.3 million. 145
Prison Realignment: In Spring 2011, the California Legislature passed Assembly Bill 109 (AB 109), which
provided for the realignment of funding and supervision for certain low level offenders, adult parolees,
and juvenile offenders from state prisons and institutional facilities to the local jurisdiction – County
Probation and Sheriff Departments. California changed, or “realigned,” the way it manages felons
convicted of low-level crimes — “non-serious, non-violent, non-sexual” offenses. The state is redirecting
approximately 30,000 recently convicted low-level felons who would have gone to state prisons before
realignment to county jails, and shifting after-prison supervision of more than 50,000 offenders from state
parole agents to county probation officers. This redirection will continue gradually through 2015. The
state also changed its policies and procedures surrounding sentencing, parole, good-time credit, and
other related concerns. Altogether, these changes represent the largest shift in California criminal justice
policy in decades. Aside from cost savings to the state budget, this realignment is also intended to make
available services and supports to facilitate rehabilitation and assimilation into the community, thus,
reducing recidivism and the restart of the incarceration costs on the state.
What this means for the SLO County jail is an increase of 200 more inmates per day. This is extremely
challenging on multiple levels in terms of places for inmates to sleep, eat, and do activities, and to provide
programming for a larger population. Early reports indicate that there are some struggles for counties to
accommodate the more 1,000 inmates that have been or will be re-aligned. In the local SLO Tribune
article (3/1/13), “California’s county jails house 1,100 long-term prisoners,” it reported that “(T)he
oversight of so many long-term inmates is presenting challenges for county sheriffs…the number of longterm inmates represents less than 2% of the 77,000 prisoners” but “command a disproportionate share of
money and attention.”
Realignment enactment has significantly impacted County Jail capacity over the past three (3) years. Each
group of AB109 offender potentially spends time in local jail either as a revocation of supervision or for
conviction of a new criminal offense, sentenced to County Jail rather than state prison. The annual
snapshot counts presented in Figure 1 were taken on June 30th of each year, thus June 2010 and June
2011 represent the Jail’s population prior to the enactment of AB109 in October 2011. The jail population
has increased 57% between 2010 and 2014, yet the rate of increase has decreased each year compared to
the previous year. It is estimated that between 30-35% of the jail population at any given time is an AB109
offender.
144
145
ACTION for Healthy Communities 2010, “Social Environment,” Applied Survey Research.
KSBY News: 15 people arrested after panga boat discovery, May 31, 2013, www.ksby.com
68
County Jail Population Annual Snapshots, 2010-2014
800
700
600
500
400
300
200
100
Jun-10
Jun-11
Jun-12
Jun-13
Jun-14
Source: Sheriff’s Office, Jail Case Management System (JCMS)
The growth in the jail population has required both an increase in custody staffing, funded through
AB109, and considerable re-organization of existing space to create more bed capacity. The County
Jail has created more bed capacity by re-locating the Women’s Honor Farm; modifying the housing
criteria at the Men and Women’s Honor Farm to allow more inmates; adding extra beds to every
housing area; expanding capacity in alternative custody programs; and accelerating releases of inmates
as authorized by state law. These steps have allowed the Sheriff’s Office Custody Division to manage
the growing population while they eagerly await the completion of the Women’s Jail Facility that will
provide new bed and program space.
Additionally, the environment of the County Jail has changed as more inmates serve their incarceration
time locally in lieu of state prison. Increase in assaults, violence, gang politics, and a large protective
custody population is the result of more criminally sophisticated inmates. These realities often drive
housing decisions and hamper inmates’ access to available treatment programs.
CRIME and DISCRIMINATION: RESOURCES
With the California AB109 Prison Realignment in effect, more inmates have been assigned to county jails.
SLO County is focused on rehabilitation programs in order to decrease the recidivism rate and reduce the
increasing number of individuals entering county jail. In order to do this, there is a focus on providing new
resources both internally, through the county jail system, and on the outside, through safety net and
rehabilitation programs. The county is looking to provide the resources that inmates and ex-offenders
need in order to prevent them from making the same mistakes and falling back into the system, and to
assist them to properly reintegrate and become successful community members.
More evidence-based programming is taking place in the jails in order to prepare inmates for when they
are released from custody and to increase their chances of successful reentry. A big issue is trying to get
offenders to recognize how they see themselves in a certain way (their role in society, etc.) and how that
way has gotten them into trouble in the past. Some examples of the programming in jails includes:
69
Thinking for a Change, a cognitive behavioral change therapy approach that builds social and problem
solving skills; Moral Recognition Therapy, which teaches inmates to recognize the reasoning for their
behavior and consequences (what were their thinking processes in the past that got them into trouble);
and Alternatives to Violence Project, which teaches inmates to rethink their reactions and how to deal
with anger in order to be successful. In the Alternatives to Violence Program, inmates become peer
counselors for the program and can continue doing so once they leave custody. All programs are
voluntary, but participation levels are high because inmates do not want to sit in their cell all day – they
want something to do.
Community agencies, the key players that provide services to this population, are coming together in the
community to do something positive to deal with ex-offenders. New collaborative groups, Jail to Jobs and
the Community Corrections Partnership, are working to provide the services needed in order for them to
become self-sufficient and successful in society. Key players that make up this partnership include: Drug
and Alcohol Services, Probation, Behavioral Health, Sheriff’s Department, DSS, the District Attorney,
county Courts, and CAPSLO. The goal is to connect ex-offenders to resources they need in order to keep
them on track – obtaining medical services, drug and alcohol therapy, job assistance and skills training,
housing, etc. Even assisting ex-offenders with small things like obtaining their driver’s license or social
security cards is a huge step toward reaching their goals. In order to access social services programs or
career opportunity programs, the individual needs to have proper identification. For example, formerly
incarcerated individuals can access One Stop services to work on their resume, to take classes, etc., but if
they do not have proper identification they cannot sign up for services. Recently, the Sheriff’s
Department, in partnership with DMV, transports soon-to-be released inmates to the local DMV office
before the office opens to obtain identification. This has been a major barrier for many ex-offenders in
trying to successfully re-enter the community.
CAPSLO is also a key player in the re-entry rehabilitation process.
• Homeless Services case management program enables released prisoners to secure housing.
• Liberty Tattoo Removal Program is a rehabilitation program that removes anti-social, gang
related, and/or visible tattoos that act as a barrier for the individual in positively moving forward
in their life. In order to receive laser treatment services, participants must complete 16 hours of
volunteer service at a nonprofit of their choice. The volunteer component assists participants in
developing proper social and job skills to assist them in finding employment or a better paying
job. These volunteer opportunities also enhance self-confidence.
There are a variety of county youth-serving programs to keep youth out of trouble and off the streets
(after school), and to reduce their chances of involvement with drugs, alcohol, and gangs.
• Youth In Action is a prevention program offered by the SLO County Probation Department. At-risk
youth ranging from ages 10-16 are empowered through this year-long school-based program to
see their potential, while building strength and resilience to resist gang involvement and
delinquency.
• STOP (Sheriff’s Teen Outreach Program) brings inmates and their experiences to youth to make
them aware of the daily life of incarceration, drug use, and how their life choices have affected
others. This outreach program is to help “stop” youth from making the same mistakes.
• The Asset Development Network of San Luis Obispo County conducted a two-year anti-bullying
campaign, which involved community performances of the play, "Hear Our Voices," and a
conference, "It Starts with Me: Building a Community without Bullying."
• The local Anti-Defamation League sponsors "No Place for Hate" activities on middle and high
school campuses, which are coordinated by the SLO chapter of Friday Night Live.
70
The Women's Shelter Program in San Luis Obispo response to the communities need for comprehensive,
multicultural domestic violence and child abuse services. They provide crisis intervention, or emergency
shelter, advocacy, treatment, prevention, and education. The North County Women's Shelter and
Resource Center and the Sexual Assault Recovery and Prevention Center recently merged into a new
organization, which will serve both domestic violence and sexual assault victims and their families. This
merger is an important step in providing comprehensive services to victims of violence in our community.
COMMUNITY INVOLVEMENT: CONDITIONS
“A 50-year old gang member decided he wanted to get out the gangs. He started getting his tattoos
removed and after awhile he got his first job—at age 50!—at Wal-Mart in the back stocking items. As his
tattoos were removed his confidence increased, and he got a higher paying job. He also increased the
number of community service hours he gave back in the Liberty Tattoo Program, mentoring other gang
members who wanted to get out of the gang lifestyle. What was vital was that someone was willing to
give this man a job – a chance at a new life.”
A lot of youth are doing things that aren’t positive or aren’t making good choices. But there aren’t a lot of
things for teens to do that are positive. If there’s nothing to do, then we will find something to do, and it
isn’t always good.
SLO County is home to more than 1,000 nonprofit 501(c)(3) organizations. From volunteer directors who
guide their boards, to volunteers who support programmatic and administrative efforts, nonprofits are
dependent on the generosity of the community’s “person power.” Without a steady supply of volunteers,
some organizations would close or divert finite resources to staff salaries. The county has benefited from
retirees and “trailing spouses,” who follow a well-paid spouse to the area and have marketable skills but
do not need to contribute to their household income.
The ACTION for Healthy Communities 2013 Report found that 43.5% of telephone respondents reported
volunteering in the past month. Forty seven percent of respondents reported volunteering in the last
month provided more than six hours per month, and 22% reported volunteering more than 21 hours per
month! 146
Many schools are now integrating service-learning opportunities into the curriculum. In the 2013-14
California Healthy Kids Interview Survey, 7th, 9th, 11th, and alternative education students reported low
perception in the availability of meaningful opportunities for involvement at the. Eighteen percent of 7th
graders, 12% of 9th, 15% of 11th, and 9% of alternative education students reported high levels of
opportunity for meaningful involvement at school. In the 2009 edition of the survey, 58% of county teens
reported doing volunteer work or community service in the previous year. 147
The county had 158,603 registered voters during the 2012 presidential election and 150,139 registered
voters for the 2014 general election. Approximately 70% of the population over the age of 18 is registered
to vote. During the 2012 presidential election, 80% of registered voters submitted ballots, down 3% from
the previous presidential election. From 1980 to 2014, local voter turnout for general elections, including
presidential elections, has ranged between 58-83%, higher than the state participation range of 50-79%
146
147
Applied Survey Research, ACTION for Healthy Communities 2013, Social Environment.
WestEd, California Health Kids Survey, San Luis Obispo County Unweighted 2011-12 Survey Report.
71
during the same period. The 2014 general election had a voter turnout rate of 58%, the lowest recorded
turnout between 1980 and 2014 148
COMMUNITY INVOLVEMENT: RESOURCES
Many groups engage in community service activities, including California Conservation Corps, AmeriCorps
VIP Program, and the Retired and Senior Volunteer Program, and many Cal Poly student groups (Greek
system, clubs, and other student associations). Service clubs, such as Rotary, Lions, and Kiwanis,
frequently raise funds and/or sponsor activities to support nonprofits that serve low-income individuals
and families.
K-12 schools and college/university students are encouraged and/or required to participate in community
service experiences. The Cal Poly website The Cal Poly Service Learning program connects college
students with local nonprofits. Each quarter, service learning courses place up to 300 students in over a
dozen nonprofit agencies in SLO County. Cal Poly’s SustainSLO is another program that links students with
community organizations to conduct volunteer work. Students in service learning courses provide over
10,000 hours of service to the community each year.
The United Way of SLO County hosts the website VolunteerSLO.com, which matches nonprofit
organizations with volunteers by posting available volunteer opportunities and event calendars. In 2014,
CAPSLO’s Youth Program’s launched a teen resource website called theSLOdown.org so that local teens
would have a central resource to turn to to find no-to-low cost teen-friendly activities and community
resources.
Every week, there are multiple fundraisers, awareness events, community service, and other
opportunities for residents to get involved and give back to the community.
In 2014, a total of 107,318 volunteer hours were contributed to CAPSLO by 6,097 individuals; 68,843 of
those volunteer hours (64%) were contributed by low-income volunteers. CAPSLO youth and family
development programs promote participation in a broad range of civic efforts. Program youth and
parents receive leadership training on topics, such as identifying community issues and concerns;
community outreach and peer education; getting involved in planning and decision-making activities; and
running effective meetings.
148
County of San Luis Obispo, Office of the County Clerk-Recorder, San Luis Obispo County Voter Turnout History.
http://www.slocounty.ca.gov/assets/cr/elections/pdfs/voter+turnout.pdf
72
Community Needs
Top Needs
Description of Programs/Services Directly
Provided by Your Agency
Affordable Housing
Agency
Priority
(Yes/No)
Yes
Self Sufficiency Wage
Yes
•
•
Homeless Case Management, Family
Support Housing Support Program and
the Supportive Services for Veteran
Families programs work with
homeless/at-risk families and/or
homeless/at-risk veteran families to find
affordable, permanent housing solutions.
Current and former Head Start and Migrant
Coordination Efforts
•
All programs
provide clients
with referrals to
affordable housing
resources and
work closely with
community
providers.
• CEO is a board
member of the
local housing
authority.
• Deputy Director is
on the Homeless
Services Oversight
Council. CAPSLO
Board member is
chair of this
council.
• Child Care
Resource
Connection (CCRC)
director is on the
Housing Authority
Family SelfSufficiency Group.
• CAPSLO Board
member on
Homeless Advisory
Committee.
• CEO is a board
NPI(s)
1.2 H
6.4 C
4.1
1.1 D
73
Jobs
•
•
•
Affordable/Accessible
Health Care
Yes
•
•
•
and Seasonal Head Start (MSHS) parents are
guaranteed an interview for employment
vacancies for which they are qualified. Jobs
are announced on parent bulletin boards at
each site and parents are encouraged to
apply.
Supportive Services for Veteran Families
program funds a fulltime veterans’ job coach
at the local America’s Job Center.
Agency provides comprehensive benefit
package to employees (30% in addition to
base salary)
Agency gives priority to low-income
applicants
Health and Prevention Division is one of the
leading providers of health prevention and
education programs for low-income
individuals in the county. Programs include:
two reproductive health care clinics, a
mobile health screening and education
program for seniors, a tattoo removal
program, and a variety of health enhancing
programs for youth throughout the county.
First Five Health Navigator Program connects
families with children ages five and under
with affordable health care coverage and
enrollment support, and, perhaps more
critically, with accessing affordable health
providers who accept clients’ health plans
and/or alternative payment options.
Head Start Programs assist families with
obtaining health coverage for their children,
ensuring that immunizations are completed
on time, and finding a permanent health and
dental home. These programs also provide
physical and mental health evaluations for
children and help families access appropriate
•
•
•
•
member of the local
Work Force
Investment Board and
Mission Community
Services, a non-profit
devoted smallbusiness
development.
Planning staff assist in
developing folios on
self-sufficiency as part
of ACTION For Healthy
Communities’ biennial
community reports.
The agency has
convened the Teen
Sexual Health
Collaborative
(formerly the Teen
Pregnancy Prevention
Task Force) since
1986.
The Child, Youth and
Families Services
(CYFS) Area Manager
for Health, the Health
and Prevention
Division Director and
the Clinic Director are
members of the local
Health Services
Advisory Committee.
Clinic Director is also a
member of the local
Affordable Care Act
Planning Group,
Reproductive Health
1.2 A, B, C
2.1 A & B
4.1
1.1 G
6.4 D
6.3 1
4.1
74
•
•
Affordable Child Care
Services
Yes
•
•
and affordable follow up care.
The Adult Day Center provides biannual
health evaluations for clients that can be
shared with physicians.
The Community Health Centers of the
Central Coast provide care through one of
their mobile clinic at the Prado Day Center
and Maxine Lewis Memorial Shelter for the
homeless 3 days per week.
Agency provides Head Start, Early Head
Start, Migrant and Seasonal Head Start,
State Child Development, and subsidized
child care slots for more than 1,380 children
in San Luis Obispo County.
Additionally, CCRC maintains a list of
licensed child care providers that is
available to the public and provides training
and resources for local child care providers.
In 2014, CCRC made more than 1,500 child
care referrals.
•
•
Collaborative, the
Commercially Sexually
Exploited Children
Taskforce, and Foster
Youth Pregnancy
Prevention
Collaborative. She is
the regional provider
representative to the
California Family
Health Council and a
presenting member of
the National Family
Planning and
Reproductive Health
Association. Board
member on Homeless
Advisory Committee
(they deal with health
care/ access)
CEO is a board
member of the local
Children’s Service
Network and serves as
a member of the
board for the National
Head Start
Association.
CYFS Division Director
is Treasurer for the
National Head Start
Association Board of
Directors and
President of the
National MSHS Board
of Directors. Family
Support Services
Program Manager is a
1.2 D & E
6.4 A & B
4.1
75
•
•
Affordable higher
education and
workforce
development
programs
Yes
•
•
•
•
Head Start and MSHS programs provide
educational reimbursement and
educational leave to staff working on
obtaining AA, BA/S, and/or MA/S degrees in
child development and related fields.
Early Head Start provides no-cost child care
for parents participating in educational or
job training programs.
CYFS division provides a Child Development
Associate certification program for home
child care providers working with the
Migrant and Seasonal Head Start, Early
Head Start, and Head Start Programs.
CCRC’s Alternative Payment Program
provides child care subsidies to those
attending college and seeking employment.
Commissioner for First
5 of San Luis Obispo
County.
CCRC program
convenes the local
Child Care Planning
Council.
Board member on
Homeless Advisory
Committee (they deal
with child care)
CEO is a member of the
Work Investment Board
1.2 A, B, & C
4.1
76
Insert Narrative (Explain why need will not be met.)
N/A
DOCUMENTATION OF PUBLIC HEARING(S)
California Government Code 12747(b)-(d) requires all eligible entities to conduct a public
hearing in conjunction with their CAP. In pursuant with this Article, agencies are to identify all
testimony presented by the low-income and identify whether or not the concerns expressed by
that testimony are addressed in the CAP.
Provide a narrative description of the agency’s public hearing process and methods used to
invite the local community to the public hearing(s), and the methods used to gather the
information about the low-income community’s needs. Examples include: Surveys, public
forums, and secondary data collection.
Note: Public hearing(s) shall not be held outside of the service area(s).
Public Hearing Process (Insert Narrative)
CAPSLO held a public hearing on Thursday, May 14, 2015 in the SLO Library Community Room,
located in the heart of downtown SLO. The hearing was held between 5:30pm-7pm, and was
open for individuals to drop in as convenient. This site was selected because it is a well-known
and well utilized location and it is situated directly next to the local and regional transit centers;
allowing for easy access for those utilizing public transportation.
The hearing was advertised in the local newspaper, The Tribune (Sunday, May 10 and
Wednesday, May 13); on the newspaper’s website, www.sanluisobispo.com; and on CAPSLO’s
website and Facebook page. Flyers in English and Spanish were distributed to every CAPSLO
program director and manager to post in offices, main waiting rooms, and lobbies; and to pass
on to clients directly. Other community-based organizations and county offices were also
notified and asked to post the flyer. A flyer was posted at the front desk of CAPSLO’s main
office and placed on the table at the front desk lobby area.
For those individuals that were unable to attend the public hearing, an e-mail address and
phone number were listed on both flyers and advertisements allowing for additional
opportunities for low-income community members to share their issues, needs, and concerns.
Below is an example of a diagram that can be used to capture and identify testimony of the low
income.
Comment/Concern
Job training needs
Was the
concern
addressed
in the CAP?
Yes
If so,
indicate the
page #
If not, indicate the reason
32
77
Transportation needs
No
in ABC, CA
N/A
N/A
Due to limited funding,
agency meets 50% of the
transportation needs in
ABC, CA.
Attachments
• Provide a copy of each public hearing notice published in the media.
• Provide a summary of all testimony presented by the low-income population:
Please see Attachment B for copies of public hearing notices and flyers.
CAPSLO Community Action Plan Public Hearing
May 14, 2015 – 5:30 PM
San Luis Obispo City Library
3 community members, 4 CAPSLO staff.
CAPSLO Deputy Director briefly reviewed agency services and purpose of Community Action
Plan.
Health Care
 Received ACA subsidy but deductible was too high to use the coverage
 Note on provider’s door stating that they were no longer accepting Covered California
patients (Pismo Beach)
 Not enough providers for expanded Medi-Cal; dental providers are even worse (more and
more people are qualifying for Medi-Cal but fewer providers are taking it)
 Not enough bilingual physicians, dentists or mental health providers; CAPSLO family
advocate has to drive a family to Santa Inez to access bilingual services
 Head Start parents don’t get help accessing services during furloughs
Affordable Housing
 Rents are increasing $1,000 or more beyond previous cost when an apartment or house
becomes vacated in SLO
 Housing is more available and rent more reasonable in North County
 There is little inventory in South County so prices are increasing
 Families are doubling up due to housing shortages and prices
 Had to wait a year in Templeton for housing
 Section 8 is now a one-time per year lottery so if you don’t get on, you have to wait another
year
Employment and Income
 It’s an expensive county; the cost of living is the same as LA where they pay more
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The cost of living doesn’t change to match what the jobs are paying
I am debating quitting my job because child care is so expensive; I applied for four jobs
today
I applied to CAPSLO for years and finally got a teaching job in Head Start, but furloughs are
tough
Child Care
 Child care is $1,200 per month
 Young babysitters now get $10 per hour; nannies are $11-$15 per hour
 Parents need full day, full-year child care, including non-traditional hours (evenings and
weekends) because they work these hours
 Due to limited funding, there is a long wait list for child care subsidies
 CCRC has long wait list and no non-traditional hours. Prioritizing criteria actually punishes –
if I get a raise, it could knock me out of the priority list
 Many providers don’t accept special needs children
 Quality of family child care seems good – the provider I interviewed was bilingual, licensed
and knowledgeable
Cost of Living
 Cost of commodities (milk , eggs, gas) has gone way up
 Student loan burden – I will have to pay for the rest of my life
 Food is available but people need to know where to go to get it
 Churches and WIC provide decent quality/fresh food
 Homeless families can’t store or carry food; South County has no shelter and it’s hard to
find meal sites so they end up spending vouchers on fast food, which is unhealthy
 5-6 farmers markets are now accepting EBT (CalFresh) cards
 WIC provides a $10 voucher once per year for fresh food at Farmer’s Markets
 Without Food Bank giveaways, people would be in real trouble; they line up hours ahead of
time in Nipomo
 When the Food Bank moves to SLO, agencies that get their food from the Food Bank fear
that it will be more difficult to get emergency food to North and South County
 50% of the Food Bank’s food is fresh
Transportation
 A lot of Head Start absences are due to transportation; parents have to be at work early in
the morning and it doesn’t always work in a relative’s schedule to drop a child off
 Transportation is well used, especially in SLO with Cal Poly
 Nipomo FRC gives a lot of clients gas cards; one client lives in Oceano and just got a job in
Paso Robles
 it takes hours to get somewhere on a bus and the routes are too complicated
Education and afterschool opportunities for children
 LMUSD has a PIQUE program that helps parents understand their children’s education. They
learn how to ask a teacher specific questions, such as “What grade reading level is my child
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at?” as opposed to “How is my child doing?” so they can help their child. The program is
part of a realignment of state money to bring to school districts that qualify (Title I). The
money must be spent on parent involvement and foster, homeless and special needs
children
There are not enough after-school programs
Some free programs, such as Bright Futures, require that children stay until 6:00 PM; if
parents want to pick their children up sooner than that, they can’t participate
In some Parks and Rec programs, parents line up around the block to enroll their child, and
at some school sites, it fills up in the first day; Sun and Fun is only $4/hour but it can be
tough to get in depending on the school site (San Luis Coastal schools in City of SLO)
YMCA programs are expensive
Adult education and job training
 A lot of Head Start parents are in school
 Cuesta is great; it provides early childhood education, phlebotomy and EMT training as well
as financial aid
 San Luis Coastal Unified Adult School provides parent participation classes and other
programs
 One-Stop closed in Grover Beach and there isn’t anything else in South County to help
people with job stuff
Quality of Life
 Crime: one participant lives in a Paso Robles housing complex and finds young people
unsupervised, swearing a lot with nothing for them to do so they turn to negative activities
like graffiti and fighting. Eight-year-old kids are hanging out with 15-year-olds
 Perception that crime is increasing but is this due to increased media coverage or actual
increases? Could be an increase in assaults because of mentally ill transients.
 In Nipomo, there has been an increase in burglaries
 Participants knew about two middle school students in different parts of the county that are
wearing ankle bracelets
 Crime doesn’t seem to be an issue for Head Start parents
 There has been an increase in the use of heroin, and marijuana; among youth it has
skyrocketed
 Increase in the number of “vap” shops
Positive activities
 Libraries have great resources for families and their hours have increased
 There are free concerts all over the county; Boo-Boos has music
 The SLO mission has activities and fairs, Dinosaur Caves, the Bob Jones’ trail
 Lots of activities in downtown SLO; the Children’s Museum is free once per month during
Farmers Market
 Would like to see more kid-oriented activities, but not in April (Month of the Child when
there are already a lot of activities)
 Family runs incur a minor expense
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Special Populations
 It is extremely difficult for previously incarcerated adults to find housing and jobs. How are
they supposed to reenter without these? Good Will provides them with the job and gives
them a chance.
 There are no resources for the homeless in South County. There is no shelter and the lunch
program may be closing in Ramona Gardens.
 Homeless population in Morro Bay seems to be increasing
 Seasonal workers are replacing migrant workers in the county
 There are fewer resources for pregnant and parenting teens with budget cuts to AFLP
FEDERAL ASSURANCES
Public Law 105‐285 establishes programmatic assurances for the State and eligible entities as a
condition of receiving CSBG funds. Provide a detailed narrative describing the activities your
agency will conduct that will enable low-income families and individuals to achieve the
programmatic purposes listed below. (Federal Assurances can be found on Public Law pages
2736-2739)
1. Programmatic Purposes
(A) to support activities that are designed to assist low‐income families and
individuals, including families and individuals receiving assistance under part A of
Title IV of the Social Security Act (42 U.S.C. 601 et seq.), homeless families and
individuals, migrant or seasonal farm workers and elderly low‐income individuals and
families, and a description of how such activities will enable the families and
individuals—
(i) to remove obstacles and solve problems that block the achievement of self‐
sufficiency, (including self‐sufficiency for families and individuals who are
attempting to transition off a State program carried out under part A of title IV of the
Social Security Act);
In following the agency’s mission and vision, CAPSLO helps individuals and families develop the
skills needed to be self-sufficient. CAPSLO provides an array of community-based prevention,
intervention, and support services to low-income households while advocating for their needs and
influencing community change.
Obstacles and problems are created by any mixture of internal and external issues and/or
circumstances. Obstacles may include a lack of affordable housing, unemployment, mental health,
drug/alcohol addiction, family stability, lack of accessible health care or education, and the need
for proper nutrition or adequate childcare. Depending upon the presenting issue, CAPSLO services
can include emergency assistance (sheltering and utility assistance), case management, health
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services/education, parenting classes and child care, senior day services and advocacy to address
the root causes of problems contributing to instability. Even though some of CASPLO services are
emergency focused, even these services focus on moving clients out from their emergency
situation and into services to help them gain self-sufficiency.
(ii) secure and retain meaningful employment;
Clients are referred to America’s Job Centers (AJC) which provides career counseling, vocational
testing, job training, and job seeking services. The CAPSLO Homeless Services Program case
Managers work closely with the AJC to incorporate job training and job seeking skills into the
case management plans for clients. Together with the Case managers and AJC staff, clients are
provided with the tools and training to not only prepare for employment but to maintain it.
The new Supportive Services to Veterans Families Program links veterans and their family
members with a full-time Job Developer at the AJC who works to link clients with employers
and then continues to follow-up to ensure success in maintaining employment.
CAPSLO’s Child Care Resource Connection is the primary trainer of community childcare
providers, teaching providers how to create quality environments for children, and develop
sound business skills that ensure their success and longevity in the childcare field. The program
also facilitates the licensing process for those interested in becoming providers. CCRC also
subsidizes childcare services for qualifying families, enabling them to obtain/maintain
employment and/or education
(iii) attain an adequate education, with particular attention toward improving literacy
skills of low‐income families in the communities involved, which may include carrying
out family literacy initiatives;
CAPSLO has long-focused on parent education as the path to family economic and social selfsufficiency, and family literacy as the most effective way to support child literacy. In CAPSLO’s
Head Start Programs many parents lack basic literacy skills and are encouraged to take literacy
classes and/or ESL classes to facilitate language acquisition and expand their employment
opportunities. One component of the MSHS Program’s Long Range Goals and Objectives for
2014-2017 is to increase English Language skills. A recent survey of MSHS parents asked them
for their ideas to help with parents’ acquisition of English. Ideas included having English classes
in the evening and using the Ingles Sin Barreras home kit to improve English. Other family
literacy programs such as Raising a Reader provide books and literacy activities to stimulate
love of reading. These family literacy projects are supported in Spanish and English.
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MSHS and Child Care Resource Connection have built up lending libraries for parents to borrow
books and other materials, to read to their children or themselves, both of which strengthen a
parent’s own literacy and English skills. Both programs also have take-home book packs with
books and activities to support home learning activities.
(iv) make better use of available income;
CAPSLO programs help low-income clients access benefits and learn skills to assist them in
becoming economically self-sufficient. In the Homeless Services Program, the Maxine Lewis
Memorial Shelter stabilizes clients by addressing their basic needs for food, shelter and
support, giving them “breathing room” to then enter the Case Management Program. Persons
staying at the shelter are encouraged to enroll in case management in order to achieve
eventual permanent housing. Staff works with clients to learn how to develop a budget and
begin saving for housing. Households are linked to other needed services in order to help them
most efficiently utilize their limited funds.
(v) obtain and maintain adequate housing and a suitable living environment;
CAPSLO Homeless Case Management Services provides assists clients in searching and
obtaining permanent housing. Case managed clients can access the Tenant Based Rental
Assistance Program (TBRA) operated by the SLO Housing Authority to obtain first and last
month’s rent and security deposits. TBRA assistance can be extended in six month increments
on a case-by-case basis. In addition, rental assistance can be obtained through several new
funding sources in the County, including case management and rental assistance for lowincome veterans and their families; low-income families with young children, and intensive case
management and rental subsidy for chronically homeless individuals.
( v i ) obtain emergency assistance through loans, grants or other means to meet
immediate and urgent family and individual needs; and
The Homeless Case Management Services Program provides financial assistance to prevent
individuals and families from becoming homeless or helps those who are experiencing
homelessness to be quickly re-housed and stabilized.
(vii) achieve greater participation in the affairs of the communities involved,
including the development of public and private grassroots partnerships with
local law enforcement agencies, local housing authorities, private foundations,
and other public and private partners to;
(I) document best practices based on successful grassroots intervention in urban areas,
to develop methodologies for widespread replication; and;
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CAPSLO participates in a number of community partnerships – including spearheading a
Homeless Services Advisory Committee, which consists of representatives from county
departments, the local housing authority, law enforcement, faith-based and grassroots
organizations, and other public and private partners from throughout the county. This group
meets monthly to discuss innovative approaches to addressing homelessness in a collaborative
manner.
CAPSLO partners with County Department of Social Services, local law enforcement, the local
Housing Authority, and another non-profit organization, Transitions Mental Health Association,
to implement the 50 Now Program, which targets the top 50 chronically homeless individuals in
San Luis Obispo County. This program is modeled upon the best-practices ACT (Assertive
Community Treatment) "total team” interdisciplinary program of assessment, service planning,
and intervention in which all of the staff work with all of the participants, under the supervision
of a mental health professional who serves as the team's leader.
(II) strengthen and improve relationships with local law enforcement agencies, which
may include participation in activities such as neighborhood or community policing
efforts;
CAPSLO, together with local law enforcement and the City of San Luis Obispo, developed a
Good Neighbor Policy for the proposed new Homeless Services Center (HSC) which will
consolidate the three currently separate day center, overnight shelter, and “overflow”
locations into one 24/7 services center. This policy ensures that the neighborhood surrounding
the new facility will be regularly monitored by staff and police, and that quarterly meetings will
occur with neighbors to mitigate any issues that may arise with clients coming into the
neighborhood. CAPSLO already has an excellent relationship with local law enforcement’s
Community Action Team.
2. Youth
(B) To address the needs of youth in low‐income communities through youth
development programs that support the primary role of the family, give priority to
the prevention of youth problems and crime, and promote increased community
coordination and collaboration in meeting the needs of youth, and support
development and expansion of innovative community‐based youth development
programs that have demonstrated success in preventing or reducing youth crime,
such as—
(i) programs for the establishment of violence‐free zones that would involve youth
development and intervention models (such as models involving youth mediation,
youth mentoring, life skills training, job creation, and entrepreneurship programs); and
CAPSLO’s Youth Programs implements several highly innovative youth development projects
that address family support, prevention of problems, etc. The Teen Monologues Theater
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Project is a realistic, candid series of monologues about the challenges of navigating sexuality
and sexual decision-making. Monologues are written by a diverse team of local teens so that
they continually evolve to incorporate new themes and current topics. These include teenparent communication (to support parents as the primary sex educators of their children),
teen pregnancy, communication between sexual partners, dating violence and sexual assault,
drug and alcohol abuse, turning one’s life around from crime with good decision-making, LGBT
inclusivity/sensitivity, and bullying.
Teens have opportunities to develop their writing and acting skills and are exposed to all
aspects of a theatrical production, building employment skills and self-confidence. They are
mentored by a professional acting director. They provide positive peer influence. Local school
nurses and other professionals act as parents in the production. Teen Monologues was
honored to be invited to perform at the annual nati and onal Office of Adolescent Health
conference in Washington DC in 2014 to 1,000 youth-serving professionals.
A Youth Advisory Group, comprised of low-income and minority youth countywide, participate
in a variety of meetings, trainings and activities to: ensure that the department’s outreach and
marketing is culturally relevant, teen-friendly, and current; participate in local and regional
conferences and trainings, such as the Asset Development Network and Gang and Youth
Violence Prevention conferences, and LGTBQ and Community Leadership Institute trainings;
practice advocacy and leadership skills to increase community engagement, connection, social
justice, and self-confidence; refer their peers to local family planning services and reinforce
prevention messages; and participate in community events, such as Pride in the Plaza, Take
Back the Night, AIDS Walk for Life, Walk a Mile In Her Shoes, and the Children's Summit.
TheSLOdown.org , a teen resource website which debuted in summer 2014, is another
significant youth development strategy that builds skills, community knowledge, and selfconfidence. It is described in #3 below as an example of community coordination.
(ii) after‐school childcare programs
The Child Care Resource Connection provides after school childcare subsidies to qualifying lowincome families and connects families to available after-school care services as needed.
3. Coordination
(C)To make more effective use of, and to coordinate with, other programs (including
State welfare reform efforts)
An example of such coordination is TheSLOdown.org is a youth-driven, comprehensive teen
resource website, which provides San Luis Obispo County youth with a safe and reliable space
online where they can access accurate, supportive and inclusive information, local resources,
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and free to low-cost events and resources. Featured resources address a multitude of youth
concerns and needs including: sexual health, drugs and alcohol, mental health, job and
community service opportunities, and a diversity of extracurricular opportunities. Recruitment
efforts have resulted in over 70 agencies providing their resources on the website by creating
their own webpage, FAQs and links. A subcommittee of Youth Advisory Group members serve
as the website’s “Youth Admin Team.” The youth administrators provide content for the
“What’s Up” blog, recommendations for new resources and groups, outreach and marketing;
community presentations; and evaluation of the website.
Communication and coordination with website partners occurs through monthly Constant
Contact email newsletters. Members are invited to be a featured resource at monthly Youth
Admin and Youth Advisory Group meetings and to be part of the website evaluation through
focus groups.
SAFE (Services Affirming Family Empowerment) is an example of a rich partnership between
community-based non-profit organizations, public entities, such as Department of Social
Services and Behavioral Health, and school districts that supports state welfare reform efforts.
Family Advocates work with families to help them access community services and monitor the
services that they receive. Team meetings are conducted which include the family, service
providers and other resource staff present in order to discuss the strengths of the family,
concerns and develop a plan of action with the family to help find solutions to the concerns.
A final example of coordination is the Asset Development Network (ADN), which CAPSLO staff
co-chair. Not only do a variety of nonprofits and public member agencies and schools promote
the 40 developmental assets, which serve as building blocks for healthy development and help
young people grow up to be healthy, caring, and responsible (Search Institute, 1997), ADN was
instrumental in coordinating with First 5 SLO to create a Children’s Bill of Rights for the County.
This in turn created even more coordination with county agencies and entities to bring the Bill
of Rights to Life (Attachment C).
4. Emergency Food and Nutrition
Describe how your agency will provide emergency supplies and services, nutritious
foods, and related services to counteract conditions of starvation and malnutrition
among low-income individuals.
Crisis intervention/food stability: The CAPSLO Direct Services/Parent Education Program serves
families referred by Child Welfare Services and provides crisis intervention services to relieve
the stressors that cause child abuse and neglect including food instability. Families in need
receive food vouchers to ensure that children have adequate nutrition.
Community meals to prevent malnutrition: CAPSLO Homeless Services provides breakfast,
lunch and dinner each day at the day center and overnight shelter. At the Day Center the
People’s Kitchen (a grassroots organization) provides the free lunch every day, year-round.
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The CAPSLO Adult Day Center (ADC) provides a nutritionally complete hot lunch, provided by
the Paso Robles Culinary Academy, including a light breakfast and afternoon snack to senior
participants suffering from Alzheimer’s disease or other forms of dementia.
CAPSLO’s Child Care Resource Connection Program (CCRC) participates in the California Child
Care Food Program, a state and federally funded program that gives financial aid to licensed
childcare centers and daycare homes. The objectives of the program are to improve the diets
of children under 13 years of age by providing the children with nutritious, well-balanced meals
and help develop good eating habits in children that will last through later years.
Commodities distribution and access to food stability: When possible, case managers and
family advocates (through various CAPSLO programs) provide commodities as needed and
educate clients about available food resources in the community including free community
meal programs, free/reduced school meal programs, summer/weekend meals for children , and
Food Bank Coalition programs, including enrollment in CalFresh. CAPSLO partners with the
Food Bank to provide breakfast, fruit, and other healthy snacks at sites where emergency and
crisis intervention services are delivered.
5. Employment and Training
Describe how your agency will coordinate with, and establish linkages between,
governmental and other social services programs to assure the effective delivery of
services and avoid duplication; and describe coordination of employment and training
activities under the Workforce Investment Act of 1998.
CAPSLO has close ties with the America’s Job Center (AJC) through sharing of clients,
collaboration for service provision, and implementation of the Workforce Investment Act.
CAPSLO’s CEO serves on the Workforce Investment Board, representing the low-income
community and advocating for job development and training, especially for head-of-household
jobs, youth employment, retraining to help workers move out of agriculture, and supported
work opportunities for persons with special needs.
In 2014, CAPSLO contracted with the AJC to employ a full-time Job Developer to assist lowincome veterans and family members with job development/training and employment
assistance.
6. Low-Income Home Energy Assistance
Describe how your agency will ensure coordination between antipoverty programs in
each community in the State, and ensure, where appropriate, that the emergency
energy crisis intervention programs under title XXVI (relating to low‐income home
energy assistance) are conducted in the community.
CAPSLO Energy Services Division provides the following home energy assistance programs:
Low-Income Energy Efficiency Programs: Free weatherization services are funded by Pacific Gas
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& Electric Company and Southern California Gas Company. Services include attic insulation,
door weather-stripping, duct system testing, and installation of energy and water saving
devices. Both programs are targeted at lower income residents of SLO, Monterey, Santa Cruz
and Santa Barbara counties.
LIHEAP (Low-Income Home Energy Assistance Program) and DOE Weatherization: This program
has three main components: 1) weatherization services, which include minor home repairs;
replacement of water heaters, windows, and doors; attic insulation, weather-stripping;
combustion appliance safety testing; and duct system and blower door testing; 2) heating and
cooling services, which include repair and replacement of furnaces, evaporative coolers, air
conditioners, and water heaters; and 3) utility payment assistance through the Home Energy
Assistance Program which provides a once a year payment for low-income households in crisis;
payments can be for gas, electric, or propane.
Home Repair Services: CAPSLO administers a senior home repair program that provides free
minor home repairs for seniors in SLO and Northern Santa Barbara counties. Other home repair
services include, on a limited basis, installation of wheelchair ramps and lifts, handicapped
access improvements, and larger repairs like roofing, drywall, and carpentry offered through
Community Development Block Grant and redevelopment agency funding.
Energy Services Division staff work closely with other for-profit and non-profit organizations
that provide similar services to ensure non-duplication of services.
7. Faith-Based Organizations, Charitable Groups, and Community Organization
Partnerships
Describe how your agency will to the maximum extent possible, coordinate programs
with and form partnerships with other organizations serving low‐income residents of
the communities and members of the groups served by the State, including religious
organizations, charitable groups, and community organizations.
CAPSLO has long-standing ties to the faith-based community through the development and
implementation of homeless overnight shelter and day services programs. Together with the
Interfaith Coalition for the Homeless (ICH), a coalition of 12 groups that rotate the provision of
overnight “overflow” sheltering to single women and families, CAPSLO works to ensure a safe
shelter for those most vulnerable.
CAPSLO’s Adult Wellness and Prevention Screening coordinates outreach with many county
churches and uses several churches as service sites for on-going health clinics. CAPSLO’s Adult
Day Center uses church property as a day care center for frail seniors and also works
collaboratively with various church staff and volunteers to provide lunch to homeless
individuals and families every Saturday.
Services Affirming Family Empowerment (SAFE) is another example of a rich partnership
between community-based non-profit organizations, public entities and school districts.
CAPSLO Family Advocates work with families referred by these organizations to help them
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access community services and stabilize their lives. Weekly SAFE Team meetings are conducted
which include the family, service providers and other resource staff in order to discuss the
strengths of the family, concerns and then develop a plan of action with the family to help find
solutions to those concerns.
8. Establishment of Procedures for Adequate Board Representation
Describe your agency’s procedures for establishing adequate board representation
under which a low‐income individual, community organization, religious organization,
or representative of low‐ income individuals that considers its organization, or low‐
income individuals, to be inadequately represented on the board (or other
mechanism).
CAPSLO has a tripartite Board, with equal representation from low-income communities, the
private sector, and elected officials. The five seats held by elected officials are filled by
appointment; one is always held by a County Supervisor and the other four seats are rotated
between the cities and community service districts to allow representation from each region.
As low-income or private sector seats become available on CAPSLO’s Board, vacancies are
publicized through Public Notices, Public Service Announcements, and flyers. Information
flyers are distributed to community organizations encouraging application for Board service.
If any low-income individual, community or religious organization, or representative, believes
they are inadequately represented on CAPSLO’s Board of Directors, they may meet with
CAPSLO’s Executive Assistant to discuss their concerns and review CAPSLO’s bylaws. They will
be given information about composition, membership, and terms of office of the current Board,
as well as information about applying for membership when vacancies occur.
9. Participation in ROMA, or Alternative System for Measuring Performance
Does your agency participate in ROMA?
Yes ☒
No ☐
Describe how your agency addresses ROMA or another performance measure system
which the Secretary facilitated development pursuant to section 678E(b), or an
alternative system for measuring performance and results that meets the requirements
of that section, and a description of outcome measures to be used to measure eligible
entity performance in promoting self-sufficiency, family stability, and community
revitalization.
CAPSLO participates in the Results Oriented Management and Accountability (ROMA) system
of performance measurement for the Community Action Plan service outcomes. In some
programs, funders require use of an alternative performance measurement system; however,
all alternative systems are required to produce demographic and outcome data to meet the
requirements of CSBG reporting.
All CAPSLO programs are evaluated by the Planning Committee and Board on an annual basis
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to examine the relevance (need) and impact the program has in the community, including
program sustainability. As part of the review process, each program must identify how it
addresses the ROMA goals, and whether it continues to align with the agency’s mission and
vision statements.
As of 2012, a CAPSLO Planning Specialist in the Planning Department has become a Certified
ROMA Trainer. The Trainer will be utilized to not only provide trainings for CAPSLO internally,
but also extend ROMA trainings to other Community Action Agencies inside and outside of
California.
In addition, CAPSLO volunteered and was selected to be one of the agencies to work with the
Community Services Block Grant (CSBG) Organizational Performance Standards Pilot Testing.
The agency will assist the state Department of Community Services and Development to
strengthen organizational standards for Community Action Agencies.
10. Cost and Accounting Standards
Describe how your agency will ensures that cost and accounting standards of the Office
of Management and Budget apply to a recipient of the funds.
The Finance Department maintains budgetary control procedures, accounting systems, and
reports in accordance with generally-accepted accounting principles and pertinent federal and
state rules and regulations, including relevant Office of Management and Budget circulars and
amendments. These practices ensure integrity, accountability and proper stewardship of local,
state, federal, and private foundation funds. A separation of financial functions is implemented
at every level to safeguard assets. All systems are flowed charted, documented in a boardapproved Finance Policy/Procedure manual, and reviewed internally for strong preventive and
detective controls. Financial reports are generated and reviewed by agency management and
CAPSLO's Board of Directors. Ongoing monitoring occurs through: annual self-assessment; two
independent annual audits; various reviews and monitoring by local, state, and federal
agencies; monthly meetings with the Board's finance committee; and annual in-depth budget
reviews of all CAPSLO programs. CAPSLO also has an audit committee which provides oversight
of the annual audit and other relevant issues. Finance staff are trained in OMB and
knowledgeable about federal regulatory and grant requirements.
11. Service Delivery System
Provide a description of your agency’s service delivery system, for services provided
or coordinated with CSBG funds targeted to low‐income individuals and families in
communities within the State.
CAPSLO monitors the service delivery systems across the spheres of influence that most impact
low-income community residents. Over the years, CAPSLO has responded to existing or
emerging needs through creation of pilot programs and projects to test effective delivery
strategies. Collaboration among service providers is the norm in SLO County, and the
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appropriate and effective use of mainstream resources is a high priority.
CAPSLO offers a full array of services for low-income individuals and families throughout the
lifespan in SLO County; several programs are also offered in other central and southern
California counties. Services provided or coordinated with CSBG funds targeted to low-income
individuals and families in communities within the State include: Adult Day Center which
provides quality adult day care in North SLO County for adults with moderate to severe
dementia, while giving respite to their family and community caregivers. CAPSLO staff
coordinate service delivery with: Coast Caregiver Resources, Alzheimer’s Association, Cuesta
College, Cal Poly University, and Atascadero State Hospital (use of interns), Paso Robles Culinary
Academy (meal provision), and private caregiver support group providers.
Energy Services coordinates home repair, weatherization and utility assistance service delivery
with private partnerships such as PG&E and the Southern California Gas Company. As an
example, Energy Services staff works with PG&E to provide emergency utility payments to
clients needing this once yearly assistance.
The Family Support Services Program provides one of the most concrete examples of the
coordination of service delivery through its Systems Affirming Family Empowerment (SAFE)
Program. SAFE is a community-based, school-linked program designed to bring services to
children and families in South SLO County. SAFE focuses on family strengths and works to keep
children “Safe, Healthy, At Home, In School, and Out of Trouble”. Working in partnership with
many other agencies, including County Departments of Mental Health, Drug & Alcohol, Public
Health, Probation, and Social Services; other non-profit organizations; local school districts, and
others, SAFE provides free prevention and intervention assistance for families at the
community and more intensive levels. CAPSLO Family Advocates work with families and
collaborative partners to help them access services and monitor assistance. Weekly SAFE team
meetings, which include the entire family and all involved service providers, ensures that the
family receives the comprehensive and coordinated “wraparound” services needed to help
these at-risk families achieve stability.
The CAPSLO Health Services Division includes the Adult Wellness and Prevention Screening
Program which provides mobile health screening, education, referrals, and follow-up for
seniors at 14 countywide sites. All locations (including churches, senior nutrition centers,
senior living locations) are provided free of charge to CAPSLO. The part-time nurse coordinates
with numerous other health and human services providers, including community health clinics,
hospitals, private physicians, the local Area Agency on Aging, among others, to provide seniors
with the information and support that they are often unable to receive from their physicians
due to time and monetary constraints.
Homeless Services provides an array of programs that feed, shelter, support, and case manage
homeless people to help them achieve stability and self-sufficiency. The Maxine Lewis
Memorial Shelter offers overnight shelter, meals, and showers, and Prado Day Center offers
meals, showers, health screening, and critical on-site services to homeless individuals and
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families. Case Management Services are offered countywide, providing intensive support to
help families and individuals secure health care, social services, and permanent housing.
Coordination with other service providers is essential, and include: County Departments of
Social Services, Mental Health, and Drug & Alcohol; Transitions Mental Health Association;
Veterans Services; local hospitals; the Housing Authority of San Luis Obispo; SLO City Police and
City Parks & Recreation; and other non-profits serving the homeless, including numerous faithbased groups.
12. Linkages
Describe how linkages will be developed to fill identified gaps in services,
through the provision of information, referrals, case management, and followup consultations.
The entire community of public and private service providers shares the task of identifying gaps
in services. CAPSLO serves on county planning entities, including the Homeless Services
Oversight Council, Child Care Planning Council, Adult Services Policy Council, and Reproductive
Health Collaborative. The planning entities continuously monitor available services, identify
gaps in services, and make recommendations to address gaps. In addition to other vehicles
used to obtain low-income voices and needs, in 2014 the CAPSLO Board formally adopted the
following external advisory groups to assist in identifying the most salient, mission-aligned
issues to address through an annual assessment process: Adult Services Policy Council; Housing
Authority Family Self-Sufficiency Group; Child Care Planning Council; Latino Outreach Council;
Children’s Services Network; Teen Sexual Health Collaborative; Youth Advisory Group;
Homeless Services Oversight Council; United Way Advisory Committee; and Head Start Parent
Policy Council.
Agencies that have reached their service capacity or exhausted their service resources refer
clients to other local resources when they exist. Collaborative case management between
service providers (with client permission) occurs in several venues in order to resolve the
impacts of service gaps. It is hoped that client needs will be met through creative short-term
strategies, while long-term service delivery systems are modified, augmented, or expanded to
meet emerging needs.
To meet the needs of low-income people throughout the county, the Homeless Services
Oversight Council developed a countywide listing of basic services and resources, including
programs, addresses, contact information, and hours of operation. The database is maintained
on the County's website where users can locate and map each service location by region,
community, or service category; print out customized resource maps; and link directly to other
local providers’ websites, including public transit information. The Adult Services Policy Council
has created a similar listing of agencies that provide services to seniors and disabled individuals.
Computers with internet access are available in public locations such as the library, DSS offices,
One-Stop Career Centers, other community service sites, and at CAPSLO’s Prado Day Center so
that vulnerable populations can be trained to use the website for real-time, self-navigation of
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the safety net service system. CAPSLO case managers and family advocates assist clients in
accessing these sites. While this information is also available through a 24 hour Hotline
information/referral telephone service, the ability to print maps and access direct links to other
provider sites is extremely useful to low-income users.
Case managers and family advocates throughout CAPSLO provide information, referrals, case
management, and follow-up consultations for their clients seeking community resources, which
often may exist within the larger CAPSLO organization.
13. Funds Coordination
Describe how CSBG funds will be coordinated with other public and private resources.
All resources received to support CAPSLO programs are used as directed by the grantor.
Whenever possible, resources are braided together to complement or enhance the level of
service provided. Mainstream resources are always the first to be accessed or used, as
appropriate. CAPSLO uses unrestricted discretionary funds, when available, to augment
existing resources, seed new projects, or leverage additional financial support.
14. Innovative Community and Neighborhood Initiatives (Including Fatherhood/Parental
Responsibility)
Describe how your agency will use funds to support innovative community and
neighborhood-based initiatives related to the purposes of this subtitle which may
include fatherhood and other initiatives with the goal of strengthening families and
encouraging parental responsibility.
CAPSLO’s Male/Father Engagement Project
This project brings together men (fathers, grandfathers, uncles, friends, etc.) to actively
participate, and learn how to resolve paternal challenges and ways to support the growth and
development of their children. The Male/Father Engagement meetings/activities are open to
any male/father who is important in the life of a Head Start child, whether the child is served by
a center or a licensed family childcare provider.
In large part due to the success of this project the Family Support Services Division is applying
to the Department of Health and Human Services for a Responsible Fatherhood Grant, which is
designed to help fathers establish or strengthen positive parental interaction by providing
activities that develop and improve relationship, communication and parenting skills, and
contribute to the financial well-being of their children by providing job training and other
employment services.
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STATE ASSURANCES
California State Law establishes assurances for the State and eligible entities. Provide narrative
descriptions of how your agency is meeting each assurance.
California Government Code 12747 (a): Community action plans shall provide for the
contingency of reduced federal funding.
Contingency for reduced federal funding: The agency’s 2015-2017 Strategic Plan includes
a goal that addresses future reductions in federal or state funding:
Goal 5: Fund development and resource planning
 Objective 1: Increase the agency's unrestricted funding resources to build a reserve
for programs in need and reduce future reliance on specific government funding
during challenging economic conditions.
 Objective 2: Research the addition of a marketing, outreach and fund development
staff position and provide findings and recommendations to the executive
leadership team.
 Objective 3: Review individual program fundraising and agency-wide fundraising
and provide findings and recommendations to the executive leadership team.
 Objective 4: Explore the use of an agency-wide purchasing card for cashback
unrestricted funds and provide findings and recommendations to the ELT.
Strategic Plan Goal 3 addresses enhancing agency efforts to increase public awareness,
which will help with awareness and recognition of agency programs and services among
donors and funders. Activities include improving consistency in improving consistency and
quality in outreach materials and efforts and the agency website. These efforts could
alleviate potential reductions in funding in the future.
In addition, CAPSLO will continuously explore opportunities for reducing costs as well as
generating new financial resources. CAPSLO is committed to expanding organizational capacity
to generate needed resources; increasing community fundraising efforts to avoid any reduction
in services; pursuing private sector, corporate, and foundation sources for additional funding.
CSBG funding has been critical to help sustain essential services without interruption when
other funding fluctuates. For example, this past year CSBG funds filled a critical gap in the
Homeless Services Division, specifically for the Maxine Lewis Memorial Shelter.
Additionally, clinic revenues filled a gap in Teen Wellness services by continuing to employ
peer providers when The California Wellness Foundation funds were discontinued.
California Government Code § 12760: Community action agencies funded under this article
shall coordinate their plans and activities with other eligible entities funded under Articles 7
(commencing with Section 12765) and 8 (commencing with Section 12770) that serve any part
of their communities, so that funds are not used to duplicate particular services to the same
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beneficiaries and plans and policies affecting all grantees under this chapter are shaped, to the
extent possible, so as to be equitable and beneficial to all community agencies and the
populations they serve.
CAPSLO coordinates plans, activities, and service delivery with agencies in the service areas,
especially those that receive federal or state funding to serve the same or similar populations.
The programs refer to, and receive referrals from, such local programs as:
 Department of Social Services provides an array of safety net services including Medi-Cal,
food stamps, foster care, Cal Learn, and child welfare services, and support to CalWORKs
families and individuals on General Assistance;
 Coast Caregiver Resources provides respite to caregivers of individuals dealing with the
effects of early Alzheimer’s disease and other forms of dementia.

Community Health Centers of the Central Coast refers patients to the CAPSLO Health and
Prevention Division Clinic as well as the Adult Wellness and Prevention Screening
Program.
CAPSLO’s Energy Services operates the Low-Income Home Energy Assistance Program in the
SLO County service area, and coordinates service delivery with Salvation Army and food pantrytype service providers that also offer utility assistance.
California Government Code §12768: Migrant and Seasonal Farmworker (MSFW) entities
funded by the department shall coordinate their plans and activities with other eligible entities
funded by the department to avoid duplication of services and to maximize services for all
eligible beneficiaries. If you are not an MSFW, write “not applicable”.
Not applicable. CAPSLO’s Migrant and Seasonal Head Start Program (MSHS) does not receive
funds from the department. However MSHS does coordinate plans and activities on an ongoing basis with school districts, special education programs (SELPA), regional centers, and
many other entities. The Migrant and Seasonal Head Start program serves migrant farmworker
families by providing child care services and early childhood education and keeping children out
of the fields and in a nurturing and educational environment so they can be school ready.
INDIVIDUAL AND COMMUNITY ELIGIBILITY
REQUIREMENTS
Describe how your agency verifies participant income eligibility:
☒
Pay Stubs
☒
Social Security Award Letters
95
☒
Bank Statements
☒
Tax Statements
☒
Zero-income Statements
☒
Unemployment Insurance Letters
☒
Qualification for other need-based program, describe
Verification of participant income eligibility varies depending up the program. All of the above
verification methods are used, and verification is almost always a requirement of the program
funder.
☐
Other, describe:
Income eligibility for general/short term services: For services with limited in-take procedures
(where individual income verification is not possible or practical), describe how your agency
generally verifies income eligibility for services? An example of these services is emergency
food assistance.
In those cases where individual income verification is not possible or practical, clients will selfreport.
Community-targeted services: For services that provide a community-wide benefit (e.g.
development of community assets/facilities; building partnerships with other organizations),
describe how your agency ensures the services target low-income communities?
When evaluating new, community-wide partnerships/opportunities, CAPSLO evaluates the
mission compatibility of any activities to be undertaken. CAPSLO has numerous partnerships
with other organizations, and in all cases CAPSLO represents the low-income community we
serve. As part of the recently approved Strategic Plan, CAPSLO is developing a formal structure
for evaluating our financial and non-financial partnerships (through reviews of Memorandums
of Understanding as an example) in order to better assess the success and contribution of the
partnerships and their alignment with the agency’s mission.
MONITORING AND EVALUATION
CSBG eligible entities are required to be actively involved in the evaluation of your community
action programs. Provide a narrative description of the specific method(s) of evaluation,
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frequency, and monitoring conducted that ensures high standards of program and fiscal
performance.
1. Describe your methods for evaluating programs and services.
Monitoring and evaluation are built into all CAPSLO programs in order to track and measure
program performance and achievement of outcomes in accordance with stated goals and
objectives. Collecting data to substantiate program success is a formalized process in every
program at monthly, quarterly, semi-annual, or annual points.
Agency-wide tools include annual client satisfaction/needs surveys; annual employee
satisfaction/needs surveys; biennial partner/funder/community group surveys; annual external
advisory groups; biennial surveys with clients in between CAP years; and semi-annual national
performance indicators. CAPSLO is in the process of developing an agency-wide performance
scorecard and risk assessment tool that will be administered annually.
Fiscal monitoring by the Finance Department is ongoing, with formal, monthly reviews by the
CAPSLO Board Finance Committee and annual audits by an independent certified public
accountant. The Finance Department is responsible for timely submittal of fiscal reports for
CSD contracts.
Program tools include biennial program assessments by Board Planning Committee; annual
client/parent/ participant/teacher satisfaction surveys (more in-depth than what is mentioned
above); and annual client/participant focus groups.
2. Describe the frequency of evaluations conducted.
See above
3. Describe specific monitoring activities and how they are related to establishing and
maintaining the integrity of the CSBG program.
A sampling of monitoring activities follows:
 Program assessments monitor an individual program’s compatibility with the agency’s
mission of self-sufficiency; ability to maintain funding without CSBG or administrative
assistance (sustainability); efficacy with partners in the community; adequacy and
maintenance of IT systems and facilities; employee turnover rate; other community
organizations that conduct similar activities or have the ability to assume these activities or
strengthen collaboration; risk factors, such as Worker’s Comp claims; evidence of lowincome participation in program planning; and Employee Council assessment regarding lowincome participant feedback and staff development opportunities.
 Client surveys monitor satisfaction with timeliness of services; treatment by staff
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



(welcoming, respectful); cleanliness of facilities; services provided; information provided
about other CAPSLO or community services; familiarity with other CAPSLO programs, etc.
Employee surveys monitor staff satisfaction with job-related training; supervision, top-down
and bottom-up communication; compensation; safety; understanding of mission and
strategic plan; and more.
Partner surveys monitor satisfaction with CAPSLO program staff competency, quality and
creativity; level of collaboration; program strengths and areas for improvement; and how
CAPSLO benefits their organization.
Head Start and Migrant and Seasonal Head Start parent and teacher surveys monitor
satisfaction with specific quality indicators of the program (child development, safety,
parenting skills, discipline); program characteristics (hours, location, adult-child ratios,
language spoken, equipment and materials, cultural activities, environment, nutrition);
family needs (literacy, learning English, nutrition); and suggestions for improvement.
Every CAPSLO case management program monitors the well-being of each client through an
initial, baseline assessment and quarterly assessments to determine whether the client is
progressing toward greater self-sufficiency. Weaknesses in a client’s work plan are
identified and addressed, and successful strategies are identified.
All information is analyzed (see below) and used for agency and program improvement in a
multitude of ways.
DATA COLLECTION
The success of the CSBG Network relies heavily on the quality and relevance of data collected
on individuals and families served. To comply with the requirements set forth by OCS with the
State and Federal Accountability Measures, provide a narrative description on your agency’s
data collection and reporting process. Explain how your agency ensures accurate data is
collected and reported on ALL agency activities, not just CSBG funded activities. Describe the
system(s) your agency has in place to ensure accuracy, and review the data prior to submission
to the State, and how the data is used, analyzed and acted on to improve agency programs and
services.
Describe the data collection process.
Currently data collection is program-specific, and in large part based upon funder requirements.
Each CAPSLO program is responsible for accurate, timely recordkeeping, and integration of
statistical data into a meaningful format to measure client well-being. The Planning
Department is responsible for timely submittal of programmatic reports for CSD contracts.
In 2013 CAPSLO purchased a client database software system called ClientTrack, which will
enable the agency to produce an unduplicated client county organization wide. Since mid2014, all clients who are served by CAPSLO programs, as well as their family members, are
entered into the system by each program. The exception to this is Head Start programs, which
98
have their data exported from their current database, and imported directly into ClientTrack.
The system has many functions built into it that can help programs track information and report
out in ways that could replace current systems that are currently in place. Moving forward with
ClientTrack, we expect the system will do more for us than simply providing an unduplicated
client count. With its customizable features, we will be looking into modifying the interface of
ClientTrack to fit the needs of individualized programs.
Fiscal monitoring by the Finance Department is ongoing, with formal, monthly reviews by the
CAPSLO Board Finance Committee, and annual audits by an independent certified public
accountant. The Finance Department is responsible for timely submittal of fiscal reports for
CSD contracts.
Describe the data reporting process.
In order to capture the unduplicated client count, a general CAPSLO common intake form was
developed, which included all of the information needed to produce the CSBG 295 report.
Every CAPSLO program goes through an evaluation review at the monthly Board of Directors
Planning Committee meeting, which is then reported at the full Board meeting. In addition to
reporting to the full Board and CSBG, every program has a number of program reporting
procedures based upon funder requirements.
Describe how the data is used, analyzed and acted on to improve agency programs and
services.
Monitoring and evaluation are built into all CAPSLO programs, in order to track and measure
program performance and achievement of outcomes, in accordance with stated goals and
objectives. Collecting data to substantiate program success is a formalized process in every
program at either the monthly, quarterly, six-month, or yearly point.
The agency is in the process of purchasing a new client tracking database (by June 2013) that
will provide for an integrated, system-wide process for data collection and CSBG reporting.
As mentioned previously, each CAPSLO program goes through an evaluation review at the
monthly Board of Directors Planning Committee meeting, which is then reported at the full
Board meeting. This process takes into consideration how successful the program is and
examines client demographics, number of individuals/families served, fiscal considerations, and
whether outputs and outcomes are being met.
Within every CAPSLO case management program, the well-being of each client is assessed at
the time the client enters the program. The client’s status at the initial assessment becomes
the baseline status. Quarterly assessments compare the client’s current status to the baseline
status, to determine whether the client is progressing toward greater self-sufficiency.
99
Weaknesses in a client’s work plan are identified and and addressed, and successful strategies
are identified.
CSBG/NATIONAL PERFORMANCE INDICATORS (NPI)
CAP PROJECTIONS (CSD 801)
The National Performance Indicators (NPI) were created collaboratively within the CSBG
Network to enable the more than 1,000 Community Action Agencies in 52 States and territories
to present a more uniform and coherent national picture of the work and accomplishments.
This reporting process is an important component of the broader CSBG initiative to use resultsfocused management principles to strengthen the entire CSBG Network.
The NPIs contains 16 broad outcome measures or indicators that will capture the universal
accomplishments of the various local and state CSBG agencies in our Community Services
Network. The indicators are crucial in telling the story of what community action accomplishes
as a national Network. At the same time, these indicators have been designed to evaluate
performance of community action in assessing the needs of our communities and to address
poverty alleviation in a comprehensive way.
As part of the CAP process, each agency is asked to review and identify the appropriate
National Performance Indicators, and develop two years of projections/goals and strategies.
These National Performance Indicators were developed using the six National Goals and
Outcome Measures.
The CSBG/NPI CAP Projections (CSD 801 CAP) will be monitored and evaluated by CSD Field
Operations Representatives.
1. To access the CSBG/NPI CAP Projections (CSD 801 CAP) visit the CSD Provider’s
Website at http://providers.csd.ca.gov/CSBG under the tab “Forms”.
2. When complete, save the Excel spreadsheets and include the workbook as an
attachment to the CAP.
Helpful resources to complete the CSBG NPI CAP Projections (CSD 801) are the CSBG
Information System (IS) Instruction Manual for National Performance Indicators (NPI) and the
NASCSP Targeting Field Manual.
100
APPENDICES (OPTIONAL)
All appendices should be labeled as an appendix (i.e., Appendix A: Community Survey
Results) and submitted with the CAP.
List of Appendices:
Appendix A: Needs Assessment Survey Results
Appendix B: Public Hearing Ads and Notices
Appendix C: San Luis Obispo County Children's Bill of Rights
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Appendix A: Needs Assessment Survey Results
2014 San Luis Obispo County
Needs Assessment Survey
574 total
responses
Thank you for taking the time to complete this important survey; the results will be included in the
agency’s Community Action Plan (CAP) report. The CAP report addresses the issues of low-income
individuals and families in the community and identifies needed services. Your responses will be
kept ANONYMOUS and CONFIDENTIAL. The survey will take approximately 15-20 minutes to
complete. Thank you for sharing your information and being a part of this important process.
1. Where in San Luis Obispo County do you live?
North Coast: 58 (10.1%) North County: 180 (31.4%)
South County: 195 (34%) Central: 139 (24.2%)
____________________________________________
2. What is your race/ethnicity? (check all that apply)
3(0.5%) American Indian/Alaska Native
179(31.8%) White/Caucasian
4(0.6%) Asian
10(1.7%) Other
3. What is your age?
18 (3%) Under 18 years
84 (14%) 45 to 54 years
4. What is your gender:
3(.05%) Native
Hawaiian/Pacific Islander
38(6.6%) Multi-Racial
53 (9%)
18 to 23 years
to 69 years
75 (13%) 55
124(23%)Male
13(2.3%) Black/African-American
318(55.4%)
Hispanic/Latino
320 (56%)24
21 (3%)
to 44 years
70 years or older
407 (77%)Female
5. Which of the following categories describes your employment status? Can reply to more than one category
21(3.75) Self-Employed
198(35%) Full-time (30 hours or more)
96 (16.7%) Part-time (less than 30 hours)
139(24.2%) Unemployed
38(6.6.%) Retired
55(9.6%) Disabled
20 (3.5%) Other
48(8.4%) Student
6. What is the highest level of education you have completed?
237(41.2%) High School Diploma/GED
210(37%) Have not completed high school/GED
51(8.8%) Professional/Technical Certificate or License
39(6.7%) Associates Degree
9(1.5%) Master/Doctorate Degree
21(3.7%) Bachelors Degree
7. Which of the following categories best describes your housing status?
65(11.3%) Homeowner
325(56.6%) Renter
62(10.8%) Living with family/friend for free
93(16.2%) Homeless
27(4.7%) Other
8. Which of the following categories best describes your household?
128(22.3%) Single Person
148(25.8%) Single Parent with children under 18
201(35%) Two parent family with children under 18
31(5.4%) Two or more adults with no children
26(4.5%)Grandparent(s) raising grandchildren
35(6.1%) Other
9. How many people currently live in your household? Average size: 3.7 persons
10. What is your estimated monthly household income?Average Income: $1,569.70
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Appendix A: Needs Assessment Survey Results
11. Do you have a phone?
515(89.7%) Yes
34(5.9%) No
12. Do you own a computer?
229(39.9%) Yes
291(50.6%) No
13. Do you have internet access:
358(62.4%) Yes
199(34.7%) No
14. What are the greatest issues for you or your family? (Please check one box for each issue)
Issue
Supply of safe and affordable housing
Access to living wage jobs
Affordable health care
Supply of affordable child care services
Affordable and accessible public transportation
Quality of K-12 Education
Availability of affordable higher education and
workforce development programs
Availability of senior services
Availability of youth services
Gang Violence
Domestic Violence
Drug Addiction
Teen Pregnancy
Availability of emergency food resources
Availability of emergency clothing resources
Availability of emergency overnight shelter services
Crime (other than gang or domestic violence)
Discrimination
Other
Major
Issue
216
179
152
108
69
62
99
55
63
64
62
59
56
64
57
68
58
66
13
Minor
Issue
64
107
103
85
99
71
107
56
68
59
51
50
41
101
96
57
49
71
14
Not an
Issue
220
205
234
287
308
336
262
369
346
369
373
376
391
318
333
358
376
336
198
15. Is employment or income an issue for you or your family?
239(41.6%)Yes
252(43.9%) No
66(11.4%)Not
Sure
If you answered “Yes” above, why is employment or income a problem for you or your family:
(check all that apply)
86
Lack skills and/or education to obtain a job
84
Unable to find job in the area
140
Lack of good paying/living wage jobs with benefits
73
Lack of child care during the hours needed
87
Cost of child care
56
Lack of computer skills
85
Lack of transportation or cost of transportation
103
Appendix A: Needs Assessment Survey Results
16. Is education an issue for you or your family?
110 (19.2%) Yes
408(71%)No
42(7.3%)Not
Sure
If you answered “Yes” above, why is education a problem for you or your family: (check all that apply)
46
Lack of access to programs for obtaining a GED
37
Lack of programs for gaining computer skills
30
Lack of transportation or cost of transportation
68
Lack of funds to pay for tuition and/or other education related costs
12
Threats of violence in schools
23
Lack of dropout prevention programs
17. Is housing an issue for you or your family?
226(39.3%) Yes
314(54.7%) No
25(4.3%) Not
Sure
If you answered “Yes” above, why is housing a problem for you or your family: (check all that apply)
172 Cost of rent/house payment
136 Cost of utility/rent deposit
67
Housing size doesn’t meet family needs
24
18
39
41
Need weatherization services to lower utility bills (weather-stripping, caulking, insulation, etc.)
Need repairs (roof, foundation, plumbing, etc.)
Where housing is available, conditions are not acceptable
Lack of shelters for emergency situations (homeless/domestic violence)
18. Is access to food an issue for you or your family?
124(21.6%) Yes
414(72.1%) No
51(8.8%) Not
Sure
If you answered “Yes” above, why is food access a problem for you or your family: (check all that apply)
35
Lack of transportation to available grocery stores
42
Not enough income to purchase food
52
CalFresh (food stamps) run out before end of month
39
Do not know what resources are available
26
Not eligible for CalFresh (food stamps)
26
Alternative food resources not available (food distribution sites)
20
Lack of nutrition education
19. Is managing your money an issue for you or your family?
124(21.6%) Yes
381(66.4%) No
51(8.9%)Not
Sure
If you answered “Yes” above, why is managing your money a problem for you or your
family:(check all that apply)
36
Do not have a checking or savings account
67
Lack of knowledge of budgeting
81
Difficulty with money management
32
Lack of free tax preparation services
38
Lack of knowledge or use of the EITC (Earned Income Tax Credit)
104
Appendix A: Needs Assessment Survey Results
20. Is transportation an issue for your or your family?
161(28%) Yes
374(64.8%) No
21(3.7%)Not
Sure
If you answered “Yes” above, why is transportation an issue for you or your family:
(check all that apply)
22
Lack of knowledge on how to buy a car
80
Cost of buying/down payment for a car
76
Lack of credit to buy a car
89
Cost of maintaining a car (monthly payments, insurance, and/or repairs)
105
Cost of gasoline
28
Lack of help in learning to drive or getting license
31
Limited public transportation
32
Cost of public transportation
54
Public transportation routes/schedules are not convenient
21. Is health an issue for you or your family?
207(36%) Yes
319(55.6%)No
21(3.7%)Not
Sure
If you answered “Yes” above, why is health a problem for you or your family: (check all that apply)
22
Doctors will not accept Medicare
57
Doctors will not accept Medical
17
No clinics or doctor offices in my town
98
Lack of resources for dental treatment
83
Waiting list too long for dental services
62
Waiting list too long for medical services
21
Hospital/emergency room not available in same town
24
Lack of transportation
84
Lack of insurance
81
Lack of income to pay for prescriptions
96
Lack of income for medical treatment
111
Lack of income for dental treatment
25
Lack of resources for alcohol or drug abuse treatment
38
Lack of resources for mental health treatment
105
Appendix A: Needs Assessment Survey Results
22. Would you like to receive a brochure regarding available Community Action Partnership programs
and services (your name will not be connected to your answers)?
 Yes
 No
If “yes”, please list your contact information below and information will be mailed to:
Name: _________________________________________________
Address: _______________________________________________
City: ___________________________________________________
Zip Code: _______________________________________________
23. If you have questions regarding the surveys or would like to drop off your survey directly at the
office, please use the following phone number/address:
Attention: Planning Department
Community Action Partnership of San Luis Obispo County
1030 Southwood Drive
San Luis Obispo County, CA 93401
(805)544-4355
106
San Luis Obispo
SLO-The Tribune
Appendix B: Public Hearing Ads and Notices
700
San Luis Obispo
Customer
Payor Customer
COMMUNITY ACTION PARTNERSHIP
COMMUNITY ACTION PARTNERSHIP
Customer Account
Payor Account
346766
346766
Customer Address
Payor Address
1030 SOUTHWOOD DR, ,
1030 SOUTHWOOD DR, ,
SAN LUIS OBISPO CA 93401 USA
SAN LUIS OBISPO CA 93401 USA
Customer Phone
Payor Phone
805-544-4355
805-544-4355
700
19.00
Sales Rep.
[email protected]
Order Taker
[email protected]
PO Number
Payment Method
Blind Box
Tear Sheets
Proofs
Affidavits
0
0
0
Net Amount
Tax Amount
$550.00
Total Amount
$0.00
Payment Amt
$0.00
Ad Number
Ad Size
0001708711-01
3.0 X 5.0000"
Product Information
$550.00
Amount Due
$550.00
Color
Black+3
# Inserts
Cost
Placement/Classification
Position
Run Dates
Run Schedule Invoice Text
SLO-The Tribune:Print:
1
$100.00
1
$100.00
SLO-Local - Local
SLO-Any Local-Anywhere in Local
5/10/2015
Public Hearing
SLO-The Tribune:Print:
SLO-Main - Daily Main Paper A Section
SLO-Any Main-Anywhere in Main
5/13/2015
Public Hearing
6/11/2015 1:31:50PM
107
Appendix B: Public Hearing Ads and Notices
108
Appendix B: Public Hearing Ads and Notices
On-line advertisement:
30,000 impressions on
www.sanluisobispo.com
109
Appendix B: Public Hearing Ads and Notices
50 Years of
Comm
unity Action!
Let Your Voice
Be Heard!
You are invited to a Public Hearing regarding
the issues facing Low-Income Individuals & Families
in San Luis Obispo County.
Date:
Thursday, May 14
Time:
5:30 p.m.
Location: SLO County Library Community Room
995 Palm Street, SLO
The Community Action Partnership of San Luis Obispo County, Inc is gathering public input
for the development of its 2016-2017 Community Action Plan.
Please join us to share your feedback:
•
What are the significant issues that low-income families and
individuals face?
•
Are services available to meet the needs?
•
What additional services are needed?
A Spanish speaking translator will be present to provide assistance to monolingual speaking
participants.
If you are unable to attend, you may email comments to [email protected] OR mail comments
to: Community Action Partnership - Planning Division,
1030 Southwood Drive, San Luis Obispo, CA 93401
www.capslo.org
805.544.4355
110
Appendix B: Public Hearing Ads and Notices
50 Years of
Comm
unity Action!
¡QUE SE OIGA
SU VOZ!
Le invitamos a una audiencia pública subvencionada por:
Community action partnership of san luis obispo county, inc.
Fecha:
Hora:
Sitio:
Jueves 14 de Mayo
5:30 p.m.
Bibiloteca del Condado de SLO
Community Room
995 Palm Street, SLO
La Community Action Partnership of San Luis Obispo County convoca
una audiencia pública para juntar datos para desarrollar su Plan de Acción
Comunitaria 2016-2017.
• ¿Cuáles son los asuntos significantes que enfrentan las familias/individuos de bajos
ingresos?
• ¿Cuáles servicios están disponibles para resolver estos asuntos?
• ¿Cuáles servicios adicionales se necesitan?
Habrá intérprete bilingüe disponible para ayudar a los participantes monolingües.
Si no puede asistir, puede enviar sus observaciones por e-mail a [email protected]
O enviar sus observaciones por correo a: Community Action Partnership – Planning Division,
1030 Southwood Drive, San Luis Obispo, CA 93401
www.capslo.org
805.544.4355
111
Appendix C: SLO County Children's Bill of Rights
As the adults of San Luis Obispo County... One of our greatest hopes as a community is
that our children grow up with healthy minds, bodies and spirits that enable them to maximize their potential.
As endorsers of the Children’s Bill of Rights, we collectively pledge to work together toward this vision. May we,
together, demonstrate daily that our youth are our highest priority, as evidenced by our collective commitment of
time, money, sustained effort and unified support. May we cultivate our understanding of child development and use
it to nurture, guide, challenge, and encourage our children along their many paths.
As the children and youth of San Luis Obispo County, may we each...
1
2
3
4
5
6
7
Live in a stable, comfortable home surrounded by
parents, family and other caring adults who nurture
us throughout childhood.
8
Explore a variety of experiences – in arts, nature,
culture and music – that illuminate
the world’s natural beauty, richness and
human creativity.
Eat healthy and plentiful meals every day.
9
Make and keep healthy relationships
with friends.
Have the basics for our daily life – clothing, transportation, and supplies for school, outside interests, and
activities.
Be and feel safe, everywhere we go.
Enjoy daily physical activity and time outdoors.
Visit a doctor, dentist or counselor when needed to
help us stay physically and
mentally healthy.
Learn and master ideas and skills in and out of
school that inspire us, help us understand and be
ready for our place in the world.
Adopted: First 5 San Luis Obispo County | January 23, 2013
10
Know that adults and peers listen and support
us as individuals while we grow, and respect
our diverse cultures, backgrounds, circumstances, talents, sparks, and passions.
11
Have opportunities to contribute in meaningful ways to our community by voicing
our ideas, sharing in decisions and offering
service to others.
12
Be encouraged to dream big, to grow through
challenge and mistakes,
and to always live
with hope and
aspiration.
112
Appendix C: SLO County Children's Bill of Rights
Youth Should Be a Community’s Highest Priority
During the 2011-15 strategic planning process, First 5 San Luis Obispo County kept this goal in mind, and formulated the idea for a SLO County Children’s Bill of Rights. After the initial decision, a Steering Committee comprised
of adult and youth members alike began constructing the Bill of Rights. Their meetings consisted of discussion on
themes, strategies, and other basic aspects of the document, group meetings to provide direction for community
input, as well as a final meeting to approve the completed Bill of Rights.
Many local organizations contributed to this effort including:
Collaborative Partners
Leading Endorsers
Early Learning for All (ELFA)
Asset Development Network
San Luis Obispo County Child Abuse Prevention Council
Partnership for Excellence in Family Support
Local Childcare Planning Council
HEAL-SLO
San Luis Obispo County School Nurses
SLO Oral Health Coalition
Oceano and Georgia Brown School Readiness Neighborhood Teams
First 5 Funded Partners
District 24 PTA
San Luis Obispo County United Way Youth Board
YouthWorks Paso Robles
CAPSLO Youth Advisory Group
Boys and Girls Club Keystone Club
Bakari Project
4-H Regional Board
Montessori Children’s School San Luis Obispo
Parent Representatives from North and South County
San Luis Obispo County Community Foundation
San Luis Obispo County Office of Education
San Luis Obispo County Administrative Office
South County Family Resource Center
Paso Robles Housing Authority
San Luis Obispo Department of Social Services
San Luis Obispo County Probation Department
Youth in Action South County
Community Action Partnership of San Luis Obispo County
San Luis Obispo County Board of Supervisors
First 5 San Luis Obispo County
Children’s Services Network
San Luis Obispo County Board of Education
San Luis Obispo County Health Commission
San Luis Obispo County United Way Youth Board
With their help, and the help of the community, The SLO
County Children’s Bill of Rights has been created to provide specific rights for children, 0-18, based on their age
and developmental status. These rights honor children’s
value to the community as well as their dignity as fellow
individual human beings.
Key Contacts for more information:
First 5 San Luis Obispo County: (805) 781-4058
Asset Development Network:
Sally Rogow (805) 547-9465
Shannon White Bond (805) 782-7272
113
Appendix C: SLO County Children's Bill of Rights
Parents and caregivers can
Build Positive Relationships and Self-Confidence by helping their children
develop self-respect and showing them that they enjoy being with them
• Talk with their children about their day
• Acknowledge their accomplishments
• Stay calm when their children are upset so they feel safe
Foster a Love of Learning
• Help their child get a library card and start using it.
• Read or look at books together for at least 15 minutes each day.
Early Childhood Educators can
Encourage Parent Involvement and Support
• Hold parent meetings outside of school hours and provide child care
during meetings to allow working parents to participate.
Engage in activities that improve the quality of early learning environments,
teacher practices, and curriculum.
• Participate in local professional development and quality support
programs
Schools (Pre-K-3) can
Collaborate in the planning for children’s school success
• Promote and support expanded investments in high-quality early
learning programs that prepare children and their parents for a
successful transition to elementary school.
Business leaders can
Advocate for the benefits of preschool and support employees with young
children
• Adopt policies and practices to support working parents with young
children such as part time schedules, telecommuting, lactation (breast
feeding) support, paid sick time, and paid parental leave time.
• Support health & wellness, education, and other services for
employee’s children and families (e.g., provide workshops on flexible
spending accounts, counseling, health services, flu shots for employees
and families, and nutrition classes).
114
Appendix C: SLO County Children's Bill of Rights
Support Early Childhood Education
• Meet with state and local officials about the positive long-term effects
of high-quality early childhood care and education as a valuable return
on investment, helping society, including businesses and the economy
(e.g., reduced welfare use, increased incomes and more taxes
generated
• Adopt a preschool site through financial and in-kind support.
Local government and service agency leaders can:
Advocate for policies representing the interests of young children
• Incorporate the values of the Children’s Bill of Rights into their
organization’s Strategic Plan and Quality Improvement processes.
• Create environments that support healthy children and families.
• Encourage the development of community gardens and healthy food
choices.
State policy makers can:
Acknowledge the benefits of investing in quality early childhood
development
• Support funding for statewide child care or preschool facilities.
• Highlight an issue that affects children in public remarks or constituent
newsletters.
Last but not least YOUTH can be advocates for utilizing the Rights in policy
and decision-making and educating others about their importance.
ALL OF THE ABOVE LINK BACK TO, IMPACT, OR AFFECT THE 12 RIGHTS
BY MAKING CHILDREN OUR COMMUNITY’S HIGHEST PRIORITY.
If today’s children of all races, ethnicities, and income levels are not
adequately prepared, are not well educated, and their health needs are not
addressed, they will not have the capacity to contribute productively to the
future workforce.
Children’s issues are everyone’s issues and we see The Children’s Bill of
Rights for San Luis Obispo County as a lens whereby county residents can
share a common vision of SUCCESS for all children and youth.
115